Jeff Orr's Analyst Perspectives

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.tf-footer-04 .tf-footer-nav li a:not(:hover){ color:inherit } .tf-footer-04 .social{ list-style:none; padding:0; margin:1rem 0 } .tf-footer-04 .social li{ display:inline-block; text-align:center } .tf-footer-04 .social li a{ border-bottom:none; font-size:1.4em } .tf-footer-04 ul.social li{ display:inline-block } .tf-footer-04 ul.social li i{ border-radius:50%; padding:6px; margin:3px;opacity:1;color:#fff; width:42px; height:42px;display:flex; justify-content:center; align-items:center; -webkit-transition:all ease-in-out .3s; -o-transition:all ease-in-out .3s; transition:all ease-in-out .3s; font-size:18px } .tf-footer-04 ul.social li a:hover i{ opacity:.75 } .tf-footer-04 ul.social li:hover, ul.social li a:hover { opacity: 1; } .tf-footer-04 .footer-logo { margin-bottom: .8rem; padding-bottom: 3rem; } .tf-footer-04 ul.hs-menu-children-wrapper { list-style-type: none; padding: 0; } .tf-footer-04 li.hs-menu-item.hs-menu-depth-2 a { padding: 8px 20px; display: block; } .tf-footer-04 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class="minimal-mobile-menu-link"><span>Natural Language Processing</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/customerexperience" class="minimal-mobile-menu-link"><span>Customer Experience</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/agentmanagement" class="minimal-mobile-menu-link"><span>Agent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/contactcenter" class="minimal-mobile-menu-link"><span>Contact Center</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/customerexperiencemanagement" class="minimal-mobile-menu-link"><span>Customer Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/fieldservice" class="minimal-mobile-menu-link"><span>Field Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/intelligentselfservice" class="minimal-mobile-menu-link"><span>Intelligent Self-Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/voiceofthecustomer" class="minimal-mobile-menu-link"><span>Voice of the Customer</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitalbusiness" class="minimal-mobile-menu-link"><span>Digital Business</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-applications" class="minimal-mobile-menu-link"><span>Digital Applications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digitalcommunications" class="minimal-mobile-menu-link"><span>Digital Communications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-intelligence" class="minimal-mobile-menu-link"><span>Digital Intelligence</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-operations" class="minimal-mobile-menu-link"><span>Digital Operations</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/experiencemanagement" class="minimal-mobile-menu-link"><span>Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/generative-ai" class="minimal-mobile-menu-link"><span>Generative AI</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/performancemanagement" class="minimal-mobile-menu-link"><span>Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/sustainabilityandesg" class="minimal-mobile-menu-link"><span>Sustainability & ESG</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/workmanagement" class="minimal-mobile-menu-link"><span>Work Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitaltechnology" class="minimal-mobile-menu-link"><span>Digital Technology</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/businesscontinuity" class="minimal-mobile-menu-link"><span>Business Continuity</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/cloudcomputing" class="minimal-mobile-menu-link"><span>Cloud Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/devops" class="minimal-mobile-menu-link"><span>DevOps and Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/digitalsecurity" class="minimal-mobile-menu-link"><span>Digital Security</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/intelligentautomation" class="minimal-mobile-menu-link"><span>Intelligent Automation</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/internetofthings" class="minimal-mobile-menu-link"><span>IoT and Edge Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/itops" class="minimal-mobile-menu-link"><span>ITOps</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/it-service-management" class="minimal-mobile-menu-link"><span>IT Service Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/observability" class="minimal-mobile-menu-link"><span>Observability</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/humancapitalmanagement" class="minimal-mobile-menu-link"><span>Human Capital Management</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/employeeexperience" class="minimal-mobile-menu-link"><span>Employee Experience</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/learningmanagement" class="minimal-mobile-menu-link"><span>Learning Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/payrollmanagement" class="minimal-mobile-menu-link"><span>Payroll Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/talentmanagement" class="minimal-mobile-menu-link"><span>Talent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/totalcompensationmanagement" class="minimal-mobile-menu-link"><span>Total Compensation Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/workforcemanagement" class="minimal-mobile-menu-link"><span>Workforce Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/marketing" class="minimal-mobile-menu-link"><span>Marketing</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/customerdataplatforms" class="minimal-mobile-menu-link"><span>Customer Data Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalexperienceplatforms" class="minimal-mobile-menu-link"><span>Digital Experience Platform</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalmarketing" class="minimal-mobile-menu-link"><span>Digital Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/intelligentmarketing" class="minimal-mobile-menu-link"><span>Intelligent Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/marketingperformancemanagement" class="minimal-mobile-menu-link"><span>Marketing Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/productexperiencemanagement" class="minimal-mobile-menu-link"><span>Product Experience Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeoffinance" class="minimal-mobile-menu-link"><span>Office of Finance</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/businessplanning" class="minimal-mobile-menu-link"><span>Business Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/digitalfinance" class="minimal-mobile-menu-link"><span>Digital Finance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/erpandcontinuousaccounting" class="minimal-mobile-menu-link"><span>ERP & Continuous Accounting</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/consolidate-and-close-management" class="minimal-mobile-menu-link"><span>Consolidate & Close Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/procure-to-pay" class="minimal-mobile-menu-link"><span>Procure-to-Pay</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/order-to-cash" class="minimal-mobile-menu-link"><span>Order-to-Cash</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeofrevenue" class="minimal-mobile-menu-link"><span>Office of Revenue</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/digitalcommerce" class="minimal-mobile-menu-link"><span>Digital Commerce</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/partnermanagement" class="minimal-mobile-menu-link"><span>Partner Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenuemanagement" class="minimal-mobile-menu-link"><span>Revenue Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenueperformancemanagement" class="minimal-mobile-menu-link"><span>Revenue Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/salesengagement" class="minimal-mobile-menu-link"><span>Sales Engagement</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/subscriptionmanagement" class="minimal-mobile-menu-link"><span>Subscription Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/operationsandsupplychain" class="minimal-mobile-menu-link"><span>Operations & Supply Chain</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousplanning" class="minimal-mobile-menu-link"><span>Continuous Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousupplychainanderp" class="minimal-mobile-menu-link"><span>Continuous Supply Chain & ERP</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/productinformationmanagement" class="minimal-mobile-menu-link"><span>Product Information Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/propertytechnology" class="minimal-mobile-menu-link"><span>Property Technology</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/supplierrelationshipmanagement" class="minimal-mobile-menu-link"><span>Supplier Relationship Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/sustainabilitymanagement" class="minimal-mobile-menu-link"><span>Sustainability Management</span></a></span> </li> </ul> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industries" class="minimal-mobile-menu-link"><span>Industries</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/automotive" class="minimal-mobile-menu-link"><span>Automotive</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/banking" class="minimal-mobile-menu-link"><span>Banking</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/consumer-products" class="minimal-mobile-menu-link"><span>Consumer Products</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/financial-services" class="minimal-mobile-menu-link"><span>Financial Services</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/food-beverage" class="minimal-mobile-menu-link"><span>Food & Beverage</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/healthcare" class="minimal-mobile-menu-link"><span>Healthcare</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/hospitality" class="minimal-mobile-menu-link"><span>Hospitality</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/insurance" class="minimal-mobile-menu-link"><span>Insurance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/manufacturing" class="minimal-mobile-menu-link"><span>Manufacturing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/media-entertainment" class="minimal-mobile-menu-link"><span>Media & Entertainment</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/real-estate" class="minimal-mobile-menu-link"><span>Real Estate</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/retail" class="minimal-mobile-menu-link"><span>Retail</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/research" class="minimal-mobile-menu-link"><span>Research</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/research/market-agendas" class="minimal-mobile-menu-link"><span>Market Agendas</span></a></span> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://blog.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Analyst Perspectives</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://davidmenninger.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>David Menninger</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://jefforr.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Jeff Orr</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://keithdawson.isg-research.net" class="minimal-mobile-menu-link"><span>Keith Dawson</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://marksmith.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Mark Smith</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://mattaslett.isg-research.net" class="minimal-mobile-menu-link"><span>Matt Aslett</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://matthewbrown.isg-research.net" class="minimal-mobile-menu-link"><span>Matthew Brown</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://robertkugel.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Robert Kugel</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://stephenhurrell.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Stephen Hurrell</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a 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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution.</p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a></strong><br><br><br></p></div> <span id="hs_cos_wrapper_widget_1685864794038_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_simple_menu" style="" data-hs-cos-general-type="widget" data-hs-cos-type="simple_menu"><ul></ul></span> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://jefforr.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/90531223305/1725882478811/Ventana_Research_2023/js/mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> </div> </div> </div> <div id="hs_cos_wrapper_Structured_data" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"></div> <div class="body-container-wrapper"> <div class="blog-header background-image post_page_2" data-bg-color="secondary" style=" background-size:cover; background-position:50%; background-repeat:no-repeat; background-image:url(https://jefforr.isg-research.net/hubfs/_images/_backgrounds_expertise/2024_VR_Digital_Technology_Expertise_Image_AdobeStock_639885406_1200px.jpg); ">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section"> <img class="analyst-header-photo" src="https://jefforr.isg-research.net/hubfs/_images/_team/Orr.Jeff.Circle.png" style="padding: 10px; "> <br> <h1 class="analyst-header-title">Jeff Orr's Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://jefforr.isg-research.net/restructuring-cybersecurity-lessons-from-microsofts-recent-changes">Restructuring Cybersecurity: Lessons from Microsoft's Recent Changes</a></h2> <div class="author-meta"> Posted by <a href="https://jefforr.isg-research.net/author/jeff-orr"> Jeff Orr </a> on <span class="post-date">06 November 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://jefforr.isg-research.net/hs-fs/hubfs/Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png?width=200&name=Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png" width="200" !important: srcset="https://jefforr.isg-research.net/hs-fs/hubfs/Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png?width=100&name=Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png?width=200&name=Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png?width=300&name=Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png 300w, https://jefforr.isg-research.net/hs-fs/hubfs/Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png?width=400&name=Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png 400w, https://jefforr.isg-research.net/hs-fs/hubfs/Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png?width=500&name=Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png 500w, https://jefforr.isg-research.net/hs-fs/hubfs/Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png?width=600&name=Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The structures that govern enterprise security teams are under scrutiny. A recent report from a government watchdog group has taken issue with Microsoft’s cybersecurity strategies in the wake of its Exchange Server attacks, prompting the enterprise software giant to re-evaluate its reporting structures. The implications of this shift extend beyond Microsoft itself, with cybersecurity becoming a leading challenge for companies from every industry as cyber and ransomware attacks have grown in...</p> </div> <a href="https://jefforr.isg-research.net/restructuring-cybersecurity-lessons-from-microsofts-recent-changes"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://jefforr.isg-research.net/tag/digital-technology">Digital Technology</a>, <a href="https://jefforr.isg-research.net/tag/cybersecurity">Cybersecurity</a>, <a href="https://jefforr.isg-research.net/tag/digital-security">Digital Security</a>, <a href="https://jefforr.isg-research.net/tag/ciso">CISO</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://jefforr.isg-research.net/unlocking-success-with-enterprise-genai-tools">Unlocking Success with Enterprise GenAI Tools</a></h2> <div class="author-meta"> Posted by <a href="https://jefforr.isg-research.net/author/jeff-orr"> Jeff Orr </a> on <span class="post-date">31 October 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://jefforr.isg-research.net/hs-fs/hubfs/Unlocking_Success_with_Enterprise_GenAI_Tools-1.png?width=200&name=Unlocking_Success_with_Enterprise_GenAI_Tools-1.png" width="200" !important: srcset="https://jefforr.isg-research.net/hs-fs/hubfs/Unlocking_Success_with_Enterprise_GenAI_Tools-1.png?width=100&name=Unlocking_Success_with_Enterprise_GenAI_Tools-1.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/Unlocking_Success_with_Enterprise_GenAI_Tools-1.png?width=200&name=Unlocking_Success_with_Enterprise_GenAI_Tools-1.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/Unlocking_Success_with_Enterprise_GenAI_Tools-1.png?width=300&name=Unlocking_Success_with_Enterprise_GenAI_Tools-1.png 300w, https://jefforr.isg-research.net/hs-fs/hubfs/Unlocking_Success_with_Enterprise_GenAI_Tools-1.png?width=400&name=Unlocking_Success_with_Enterprise_GenAI_Tools-1.png 400w, https://jefforr.isg-research.net/hs-fs/hubfs/Unlocking_Success_with_Enterprise_GenAI_Tools-1.png?width=500&name=Unlocking_Success_with_Enterprise_GenAI_Tools-1.png 500w, https://jefforr.isg-research.net/hs-fs/hubfs/Unlocking_Success_with_Enterprise_GenAI_Tools-1.png?width=600&name=Unlocking_Success_with_Enterprise_GenAI_Tools-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Generative AI (GenAI) software can transform various aspects of enterprise operations, which makes it a critical component of modern business strategies. GenAI tools can automate repetitive tasks such as data entry, report generation and customer interactions. GenAI can improve overall operational efficiency, resulting in time and cost savings for the organization. Another benefit from <span><a href="https://www.ventanaresearch.com/focus/artificial-intelligence/generative-ai">GenAI software</a></span> is the ability to analyze vast amounts of data and extract actionable insights, enhancing...</p> </div> <a href="https://jefforr.isg-research.net/unlocking-success-with-enterprise-genai-tools"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://jefforr.isg-research.net/tag/playbook">Playbook</a>, <a href="https://jefforr.isg-research.net/tag/digital-technology">Digital Technology</a>, <a href="https://jefforr.isg-research.net/tag/employee-experience">employee experience</a>, <a href="https://jefforr.isg-research.net/tag/customer-experience-management">Customer Experience Management</a>, <a href="https://jefforr.isg-research.net/tag/intelligent-self-service">Intelligent Self-Service</a>, <a href="https://jefforr.isg-research.net/tag/generative-ai">Generative AI</a>, <a href="https://jefforr.isg-research.net/tag/intelligent-automation">Intelligent Automation</a>, <a href="https://jefforr.isg-research.net/tag/promptbook">Promptbook</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://jefforr.isg-research.net/cloud-platforms-and-accessibility-hurdles">Cloud Platforms and Accessibility Hurdles</a></h2> <div class="author-meta"> Posted by <a href="https://jefforr.isg-research.net/author/jeff-orr"> Jeff Orr </a> on <span class="post-date">22 August 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://jefforr.isg-research.net/hs-fs/hubfs/Cloud_Platforms_and_Accessibility_Hurdles.png?width=200&name=Cloud_Platforms_and_Accessibility_Hurdles.png" width="200" !important: srcset="https://jefforr.isg-research.net/hs-fs/hubfs/Cloud_Platforms_and_Accessibility_Hurdles.png?width=100&name=Cloud_Platforms_and_Accessibility_Hurdles.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/Cloud_Platforms_and_Accessibility_Hurdles.png?width=200&name=Cloud_Platforms_and_Accessibility_Hurdles.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/Cloud_Platforms_and_Accessibility_Hurdles.png?width=300&name=Cloud_Platforms_and_Accessibility_Hurdles.png 300w, https://jefforr.isg-research.net/hs-fs/hubfs/Cloud_Platforms_and_Accessibility_Hurdles.png?width=400&name=Cloud_Platforms_and_Accessibility_Hurdles.png 400w, https://jefforr.isg-research.net/hs-fs/hubfs/Cloud_Platforms_and_Accessibility_Hurdles.png?width=500&name=Cloud_Platforms_and_Accessibility_Hurdles.png 500w, https://jefforr.isg-research.net/hs-fs/hubfs/Cloud_Platforms_and_Accessibility_Hurdles.png?width=600&name=Cloud_Platforms_and_Accessibility_Hurdles.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The latest <span><a href="https://www.ventanaresearch.com/buyers_guide/digital_technology/2024-buyers-guides-for-cloud-platforms">ISG Buyers Guide for Cloud Computing Platforms</a></span> uncovers the market evolution of regional and global cloud providers. Buyers Guides for Public Cloud Platforms, Private Cloud Platforms and Hybrid Cloud Platforms are part of the recent software provider evaluations. ISG Software Research defines Cloud Platforms as a software service for organizations to access virtualized IT resources via the internet on a pay-per-use basis. These resources include servers, data processing power, data...</p> </div> <a href="https://jefforr.isg-research.net/cloud-platforms-and-accessibility-hurdles"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://jefforr.isg-research.net/tag/cloud-computing">Cloud Computing</a>, <a href="https://jefforr.isg-research.net/tag/digital-technology">Digital Technology</a>, <a href="https://jefforr.isg-research.net/tag/natural-language-processing">natural language processing</a>, <a href="https://jefforr.isg-research.net/tag/multi-cloud">Multi-Cloud</a>, <a href="https://jefforr.isg-research.net/tag/itops">ITOps</a>, <a href="https://jefforr.isg-research.net/tag/accessibility">Accessibility</a>, <a href="https://jefforr.isg-research.net/tag/sovereign-cloud">Sovereign Cloud</a>, <a href="https://jefforr.isg-research.net/tag/orchestration">Orchestration</a>, <a href="https://jefforr.isg-research.net/tag/hybrid-cloud">Hybrid Cloud</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://jefforr.isg-research.net/the-buyers-guides-for-cloud-computing-platforms-classifies-and-rates-software-providers">The Buyers Guides for Cloud Computing Platforms Classifies and Rates Software Providers</a></h2> <div class="author-meta"> Posted by <a href="https://jefforr.isg-research.net/author/jeff-orr"> Jeff Orr </a> on <span class="post-date">25 July 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://jefforr.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png?width=200&name=The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png" width="200" !important: srcset="https://jefforr.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png?width=100&name=The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png?width=200&name=The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png?width=300&name=The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png 300w, https://jefforr.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png?width=400&name=The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png 400w, https://jefforr.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png?width=500&name=The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png 500w, https://jefforr.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png?width=600&name=The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>I am happy to share insights gleaned from our latest Buyers Guide, an assessment of how well software providers’ offerings meet buyers’ requirements. The <a href="https://www.ventanaresearch.com/buyers_guide/digital_technology/cloud_computing_platforms">Cloud Computing Platforms Ventana Research Buyers Guide</a> is the distillation of a year of market and product research by ISG and Ventana Research.</p> </div> <a href="https://jefforr.isg-research.net/the-buyers-guides-for-cloud-computing-platforms-classifies-and-rates-software-providers"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://jefforr.isg-research.net/tag/cloud-computing">Cloud Computing</a>, <a href="https://jefforr.isg-research.net/tag/digital-technology">Digital Technology</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://jefforr.isg-research.net/who-poisoned-the-ai-watering-hole-adversarial-threats-in-ai">Who Poisoned the AI Watering Hole: Adversarial Threats in AI</a></h2> <div class="author-meta"> Posted by <a href="https://jefforr.isg-research.net/author/jeff-orr"> Jeff Orr </a> on <span class="post-date">09 July 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://jefforr.isg-research.net/hs-fs/hubfs/Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png?width=200&name=Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png" width="200" !important: srcset="https://jefforr.isg-research.net/hs-fs/hubfs/Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png?width=100&name=Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png?width=200&name=Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png?width=300&name=Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png 300w, https://jefforr.isg-research.net/hs-fs/hubfs/Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png?width=400&name=Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png 400w, https://jefforr.isg-research.net/hs-fs/hubfs/Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png?width=500&name=Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png 500w, https://jefforr.isg-research.net/hs-fs/hubfs/Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png?width=600&name=Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Embracing artificial intelligence technologies opens doors for innovation and efficiency. Alongside these opportunities, however, come risks. Threat actors are keenly aware of the potential impact of AI systems and are actively exploring ways to manipulate them. In this Analyst Perspective, I explore the world of adversarial machine-learning threats and provide practical guidance for securing AI systems.</p> </div> <a href="https://jefforr.isg-research.net/who-poisoned-the-ai-watering-hole-adversarial-threats-in-ai"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://jefforr.isg-research.net/tag/digital-technology">Digital Technology</a>, <a href="https://jefforr.isg-research.net/tag/digital-security">Digital Security</a>, <a href="https://jefforr.isg-research.net/tag/ai-and-machine-learning">AI and Machine Learning</a>, <a href="https://jefforr.isg-research.net/tag/generative-ai">Generative AI</a>, <a href="https://jefforr.isg-research.net/tag/devops-and-platforms">DevOps and Platforms</a>, <a href="https://jefforr.isg-research.net/tag/model-building-and-large-language-models">Model Building and Large Language Models</a>, <a href="https://jefforr.isg-research.net/tag/machine-learning-operations">Machine Learning Operations</a>, <a href="https://jefforr.isg-research.net/tag/nist">NIST</a>, <a href="https://jefforr.isg-research.net/tag/model-training">Model Training</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://jefforr.isg-research.net/servicenow-puts-ai-to-work-at-knowledge-2024-conference">ServiceNow Puts AI to Work at Knowledge 2024 Conference</a></h2> <div class="author-meta"> Posted by <a href="https://jefforr.isg-research.net/author/jeff-orr"> Jeff Orr </a> on <span class="post-date">17 June 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://jefforr.isg-research.net/hs-fs/hubfs/ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png?width=200&name=ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png" width="200" !important: srcset="https://jefforr.isg-research.net/hs-fs/hubfs/ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png?width=100&name=ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png?width=200&name=ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png?width=300&name=ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png 300w, https://jefforr.isg-research.net/hs-fs/hubfs/ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png?width=400&name=ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png 400w, https://jefforr.isg-research.net/hs-fs/hubfs/ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png?width=500&name=ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png 500w, https://jefforr.isg-research.net/hs-fs/hubfs/ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png?width=600&name=ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">ServiceNow is a global software provider that has developed a cloud computing platform that helps organizations manage digital workflows for enterprise operations. The provider uses its annual Knowledge user conference to educate customers and showcase product announcements. Ventana Research had the opportunity to attend the Knowledge 2024 event and provides this analyst perspective to summarize what transpired.</span></p> </div> <a href="https://jefforr.isg-research.net/servicenow-puts-ai-to-work-at-knowledge-2024-conference"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://jefforr.isg-research.net/tag/it-service-management">IT Service Management</a>, <a href="https://jefforr.isg-research.net/tag/digital-technology">Digital Technology</a>, <a href="https://jefforr.isg-research.net/tag/natural-language-processing">natural language processing</a>, <a href="https://jefforr.isg-research.net/tag/field-service">Field Service</a>, <a href="https://jefforr.isg-research.net/tag/digital-security">Digital Security</a>, <a href="https://jefforr.isg-research.net/tag/ai-and-machine-learning">AI and Machine Learning</a>, <a href="https://jefforr.isg-research.net/tag/observability">Observability</a>, <a href="https://jefforr.isg-research.net/tag/generative-ai">Generative AI</a>, <a href="https://jefforr.isg-research.net/tag/itops">ITOps</a>, <a href="https://jefforr.isg-research.net/tag/intelligent-automation">Intelligent Automation</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://jefforr.isg-research.net/the-decomplexification-of-it-simplifying-enterprise-technology">The Decomplexification of IT: Simplifying Enterprise Technology</a></h2> <div class="author-meta"> Posted by <a href="https://jefforr.isg-research.net/author/jeff-orr"> Jeff Orr </a> on <span class="post-date">21 May 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://jefforr.isg-research.net/hs-fs/hubfs/The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png?width=200&name=The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png" width="200" !important: srcset="https://jefforr.isg-research.net/hs-fs/hubfs/The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png?width=100&name=The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png?width=200&name=The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png?width=300&name=The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png 300w, https://jefforr.isg-research.net/hs-fs/hubfs/The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png?width=400&name=The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png 400w, https://jefforr.isg-research.net/hs-fs/hubfs/The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png?width=500&name=The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png 500w, https://jefforr.isg-research.net/hs-fs/hubfs/The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png?width=600&name=The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The technology landscape for enterprise IT faces a daunting challenge: complexity. As systems grow more intricate, organizations must actively seek ways to simplify the technology stack. This process, known as decomplexification, is crucial for enhancing efficiency, security and collaboration within an enterprise.</p> </div> <a href="https://jefforr.isg-research.net/the-decomplexification-of-it-simplifying-enterprise-technology"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://jefforr.isg-research.net/tag/cloud-computing">Cloud Computing</a>, <a href="https://jefforr.isg-research.net/tag/it-service-management">IT Service Management</a>, <a href="https://jefforr.isg-research.net/tag/digital-technology">Digital Technology</a>, <a href="https://jefforr.isg-research.net/tag/digital-security">Digital Security</a>, <a href="https://jefforr.isg-research.net/tag/iot-and-edge-computing">IoT and Edge Computing</a>, <a href="https://jefforr.isg-research.net/tag/itops">ITOps</a>, <a href="https://jefforr.isg-research.net/tag/devops-and-platforms">DevOps and Platforms</a>, <a href="https://jefforr.isg-research.net/tag/intelligent-automation">Intelligent Automation</a>, <a href="https://jefforr.isg-research.net/tag/iac">IaC</a>, <a href="https://jefforr.isg-research.net/tag/ci-cd">CI/CD</a>, <a href="https://jefforr.isg-research.net/tag/sase">SASE</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://jefforr.isg-research.net/navigating-the-enterprise-it-ops-labyrinth">Navigating the Enterprise IT Ops Labyrinth</a></h2> <div class="author-meta"> Posted by <a href="https://jefforr.isg-research.net/author/jeff-orr"> Jeff Orr </a> on <span class="post-date">10 April 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://jefforr.isg-research.net/hs-fs/hubfs/Navigating_the_Enterprise_IT_Ops_Labyrinth.png?width=200&name=Navigating_the_Enterprise_IT_Ops_Labyrinth.png" width="200" !important: srcset="https://jefforr.isg-research.net/hs-fs/hubfs/Navigating_the_Enterprise_IT_Ops_Labyrinth.png?width=100&name=Navigating_the_Enterprise_IT_Ops_Labyrinth.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/Navigating_the_Enterprise_IT_Ops_Labyrinth.png?width=200&name=Navigating_the_Enterprise_IT_Ops_Labyrinth.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/Navigating_the_Enterprise_IT_Ops_Labyrinth.png?width=300&name=Navigating_the_Enterprise_IT_Ops_Labyrinth.png 300w, https://jefforr.isg-research.net/hs-fs/hubfs/Navigating_the_Enterprise_IT_Ops_Labyrinth.png?width=400&name=Navigating_the_Enterprise_IT_Ops_Labyrinth.png 400w, https://jefforr.isg-research.net/hs-fs/hubfs/Navigating_the_Enterprise_IT_Ops_Labyrinth.png?width=500&name=Navigating_the_Enterprise_IT_Ops_Labyrinth.png 500w, https://jefforr.isg-research.net/hs-fs/hubfs/Navigating_the_Enterprise_IT_Ops_Labyrinth.png?width=600&name=Navigating_the_Enterprise_IT_Ops_Labyrinth.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">Enterprises are increasingly recognizing the need to streamline operations for efficiency, agility and innovation. This has led to various “operations” or “Ops” initiatives, each focusing on a specific aspect of enterprise IT. From software development and data analytics to IT and cloud management, these Ops groups are transforming the way enterprises operate and compete.</span></p> </div> <a href="https://jefforr.isg-research.net/navigating-the-enterprise-it-ops-labyrinth"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://jefforr.isg-research.net/tag/analytics">Analytics</a>, <a href="https://jefforr.isg-research.net/tag/cloud-computing">Cloud Computing</a>, <a href="https://jefforr.isg-research.net/tag/digital-technology">Digital Technology</a>, <a href="https://jefforr.isg-research.net/tag/data-operations">data operations</a>, <a href="https://jefforr.isg-research.net/tag/digital-finance">digital finance</a>, <a href="https://jefforr.isg-research.net/tag/digital-security">Digital Security</a>, <a href="https://jefforr.isg-research.net/tag/observability">Observability</a>, <a href="https://jefforr.isg-research.net/tag/analytic-operations">Analytic Operations</a>, <a href="https://jefforr.isg-research.net/tag/itops">ITOps</a>, <a href="https://jefforr.isg-research.net/tag/devops-and-platforms">DevOps and Platforms</a>, <a href="https://jefforr.isg-research.net/tag/cloudops">CloudOps</a>, <a href="https://jefforr.isg-research.net/tag/machine-learning-operations">Machine Learning Operations</a>, <a href="https://jefforr.isg-research.net/tag/mlops">MLOps</a>, <a href="https://jefforr.isg-research.net/tag/netops">NetOps</a>, <a href="https://jefforr.isg-research.net/tag/secops">SecOps</a>, <a href="https://jefforr.isg-research.net/tag/devsecops">DevSecOps</a>, <a href="https://jefforr.isg-research.net/tag/secfinops">SecFinOps</a>, <a href="https://jefforr.isg-research.net/tag/projectops">ProjectOps</a>, <a href="https://jefforr.isg-research.net/tag/aiops">AIOps</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://jefforr.isg-research.net/navigating-security-threats-with-ctem-integration">Navigating Security Threats with CTEM Integration</a></h2> <div class="author-meta"> Posted by <a href="https://jefforr.isg-research.net/author/jeff-orr"> Jeff Orr </a> on <span class="post-date">19 March 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://jefforr.isg-research.net/hs-fs/hubfs/Navigating_Security_Threats_with_CTEM_Integration.png?width=200&name=Navigating_Security_Threats_with_CTEM_Integration.png" width="200" !important: srcset="https://jefforr.isg-research.net/hs-fs/hubfs/Navigating_Security_Threats_with_CTEM_Integration.png?width=100&name=Navigating_Security_Threats_with_CTEM_Integration.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/Navigating_Security_Threats_with_CTEM_Integration.png?width=200&name=Navigating_Security_Threats_with_CTEM_Integration.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/Navigating_Security_Threats_with_CTEM_Integration.png?width=300&name=Navigating_Security_Threats_with_CTEM_Integration.png 300w, https://jefforr.isg-research.net/hs-fs/hubfs/Navigating_Security_Threats_with_CTEM_Integration.png?width=400&name=Navigating_Security_Threats_with_CTEM_Integration.png 400w, https://jefforr.isg-research.net/hs-fs/hubfs/Navigating_Security_Threats_with_CTEM_Integration.png?width=500&name=Navigating_Security_Threats_with_CTEM_Integration.png 500w, https://jefforr.isg-research.net/hs-fs/hubfs/Navigating_Security_Threats_with_CTEM_Integration.png?width=600&name=Navigating_Security_Threats_with_CTEM_Integration.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">Is your organization prepared for the increasingly sophisticated and pervasive cyber threats that are challenging enterprise CIOs and IT leaders? Our previous analyst perspective underscored the importance of </span><a href="https://jefforr.ventanaresearch.com/ctem-proactive-security-defense-for-business"><span data-contrast="none">protecting digital assets and driving business growth</span></a><span data-contrast="auto"> with Continuous Threat Exposure Management (CTEM) — a proactive approach to identifying and managing cyber threats. In this perspective, we delve into the crucial business and technology considerations that enterprises must weigh when...</span></p> </div> <a href="https://jefforr.isg-research.net/navigating-security-threats-with-ctem-integration"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://jefforr.isg-research.net/tag/digital-technology">Digital Technology</a>, <a href="https://jefforr.isg-research.net/tag/digital-security">Digital Security</a>, <a href="https://jefforr.isg-research.net/tag/security-posture">Security Posture</a>, <a href="https://jefforr.isg-research.net/tag/ctem">CTEM</a>, <a href="https://jefforr.isg-research.net/tag/continuous-threat-exposure-management">Continuous Threat Exposure Management</a>, <a href="https://jefforr.isg-research.net/tag/threat-management">Threat Management</a>, <a href="https://jefforr.isg-research.net/tag/threat-landscape">Threat Landscape</a>, <a href="https://jefforr.isg-research.net/tag/soc">SOC</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://jefforr.isg-research.net/ctem-proactive-security-defense-for-business">CTEM: Proactive Security Defense for Business</a></h2> <div class="author-meta"> Posted by <a href="https://jefforr.isg-research.net/author/jeff-orr"> Jeff Orr </a> on <span class="post-date">06 March 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://jefforr.isg-research.net/hs-fs/hubfs/CTEM_Proactive_Security_Defense_for_Business.png?width=200&name=CTEM_Proactive_Security_Defense_for_Business.png" width="200" !important: srcset="https://jefforr.isg-research.net/hs-fs/hubfs/CTEM_Proactive_Security_Defense_for_Business.png?width=100&name=CTEM_Proactive_Security_Defense_for_Business.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/CTEM_Proactive_Security_Defense_for_Business.png?width=200&name=CTEM_Proactive_Security_Defense_for_Business.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/CTEM_Proactive_Security_Defense_for_Business.png?width=300&name=CTEM_Proactive_Security_Defense_for_Business.png 300w, https://jefforr.isg-research.net/hs-fs/hubfs/CTEM_Proactive_Security_Defense_for_Business.png?width=400&name=CTEM_Proactive_Security_Defense_for_Business.png 400w, https://jefforr.isg-research.net/hs-fs/hubfs/CTEM_Proactive_Security_Defense_for_Business.png?width=500&name=CTEM_Proactive_Security_Defense_for_Business.png 500w, https://jefforr.isg-research.net/hs-fs/hubfs/CTEM_Proactive_Security_Defense_for_Business.png?width=600&name=CTEM_Proactive_Security_Defense_for_Business.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">Cyber threats are becoming more sophisticated and pervasive, posing a major challenge for CIOs and IT leaders. To protect their digital assets and drive business growth, they need a new approach to security: Continuous Threat Exposure Management (CTEM). CTEM software continuously monitors and manages the enterprise’s exposure to cyber risks, enabling a swift and effective response to any security incident. In this analyst perspective, we will explore how CTEM software works, why it is essential...</span></p> </div> <a href="https://jefforr.isg-research.net/ctem-proactive-security-defense-for-business"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://jefforr.isg-research.net/tag/digital-technology">Digital Technology</a>, <a href="https://jefforr.isg-research.net/tag/digital-security">Digital Security</a>, <a href="https://jefforr.isg-research.net/tag/security-posture">Security Posture</a>, <a href="https://jefforr.isg-research.net/tag/ctem">CTEM</a>, <a href="https://jefforr.isg-research.net/tag/continuous-threat-exposure-management">Continuous Threat Exposure Management</a>, <a href="https://jefforr.isg-research.net/tag/threat-management">Threat Management</a>, <a href="https://jefforr.isg-research.net/tag/threat-landscape">Threat Landscape</a>, <a href="https://jefforr.isg-research.net/tag/soc">SOC</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://jefforr.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://jefforr.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" 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dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://jefforr.isg-research.net/tag/sase">SASE <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://jefforr.isg-research.net/tag/secfinops">SecFinOps <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://jefforr.isg-research.net/tag/secops">SecOps <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://jefforr.isg-research.net/tag/security-posture">Security Posture <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://jefforr.isg-research.net/tag/soc">SOC <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://jefforr.isg-research.net/tag/sovereign-cloud">Sovereign Cloud <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a 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</ul> </div> </div> </div> </div> </div> </div> <a href="javascript:" id="return-to-top"> </a> </footer> </div>  <script defer src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://jefforr.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://jefforr.isg-research.net/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Restructuring Cybersecurity: Lessons from Microsoft's Recent Changes", "mainEntityOfPage": "https://jefforr.isg-research.net/restructuring-cybersecurity-lessons-from-microsofts-recent-changes", "datePublished": "06/11/2024", "dateModified": "06/11/2024", "articleBody": "The structures that govern enterprise security teams are under scrutiny. A recent report from a government watchdog group has taken issue with Microsoft’s cybersecurity strategies in the wake of its Exchange Server attacks, prompting the enterprise software giant to re-evaluate its reporting structures. The implications of this shift extend beyond Microsoft itself, with cybersecurity becoming a leading challenge for companies from every industry as cyber and ransomware attacks have grown in frequency and sophistication, raising critical questions for enterprise executives: How should organizations structure their cybersecurity efforts to ensure resilience in the face of growing threats? The news is significant: Microsoft has appointed Deputy Chief Information Security Officers (CISOs) to various product engineering teams. This move is a direct response to the criticism regarding the company’s cybersecurity practices—a reminder that securing sensitive data isn’t just a technical issue; it’s an enterprise-wide priority. Following the report on Microsoft, Amazon shared that its InfoSec organization underwent changes two years prior, with the parent company naming a CISO who received direct reports from the business line CISOs, including AWS, consumer and devices organizations. The Amazon CISO reports directly to the CEO rather than to the CIO, reflecting a growing belief in the industry: cybersecurity is fundamentally a “people problem,” one that spans beyond the traditional IT domain. By elevating security discussions to the executive level, Amazon and Microsoft are leading the charge towards a more integrated approach to cybersecurity. In an email to employees, the Microsoft CEO expressed how security is everyone’s top priority, highlighting the launch of Microsoft’s Secure Futures Initiative (SFI). He emphasized that understanding and addressing security needs is critical not just for the company but also for its customers. But Microsoft isn’t stopping there. Senior leadership team performance and incentive plans now must include demonstrable progress in cybersecurity milestones and programs. This tangible commitment underscores a crucial point: cybersecurity is no longer the sole responsibility of the IT department—it’s integral to the overall business strategy. The change appears to be more than just words as Microsoft’s CEO requested an incentive pay reduction related to the most recent security incidents. Historically, Microsoft has faced scrutiny for shortcomings in cybersecurity, even rebranding itself after a Windows OS debacle as “the security company” without altering customer sentiment. This time, however, the focus on organizational change signals a recognition that to be effective, security must be woven into the fabric of all products, services and departments. The question arises: Are other enterprises now reviewing their organizational security structures in light of these developments? The answer is increasingly yes. Many companies are rethinking their cybersecurity strategies, contemplating shifts away from traditional centralized models. ISG Research asserts that through 2026, over two-thirds of enterprises will converge cyber and information security efforts into digital security programs for effective governance and the protection of physical and digital assets. This is a call to action for executives at all levels. Does your organization have the right leadership structure to face today’s cybersecurity challenges? Are there misalignments that could leave your enterprise vulnerable? These are tough questions worth exploring. In the latest ISG Market Lens Cybersecurity Study, 61% of security decision-makers rely on an internal management approach to cybersecurity investments, while 39% outsource cybersecurity as a managed service approach. As enterprise leaders navigate this complexity, they should consider the following best practices: Integrate cybersecurity across all functions: All departments must collaborate on cybersecurity initiatives and understand their role in protecting the organization. Elevate security conversations: Consider reporting structures that keep security discussions within the C-suite, leveraging insights and commitment at the highest levels of the business. Measure and reward progress: Implement clear performance metrics around cybersecurity and hold executives accountable. When cybersecurity success contributes to organizational goals, it garners the attention it deserves. Stay agile: The threat landscape is constantly evolving. Organizations must remain flexible and ready to adapt strategies in response to new threats. As we look ahead, cybersecurity management is poised to evolve significantly. Enterprise executives should keep an eye on emerging trends such as Zero Trust architectures, greater emphasis on user education and the use of artificial intelligence and machine learning (AI/ML) technologies in threat detection and response. By embracing these changes and rethinking their approaches, organizations can better prepare themselves for the realities of today’s cyber threats. Engage in conversations about security that transcend the IT department and involve the entire organizational ecosystem. After all, in a world where cyber threats are ubiquitous, cybersecurity is indeed everyone’s responsibility. Regards, Jeff Orr", "image": { "@type": "ImageObject", "url": "https://www.isg-research.net/hubfs/Restructuring_Cybersecurity_Lessons_from_Microsofts_Recent_Changes.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Jeff Orr", "url": "https://jefforr.isg-research.net/author/jeff-orr", "sameAs": "https://www.linkedin.com/in/jefforr" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "jefforr.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Unlocking Success with Enterprise GenAI Tools", "mainEntityOfPage": "https://jefforr.isg-research.net/unlocking-success-with-enterprise-genai-tools", "datePublished": "31/10/2024", "dateModified": "31/10/2024", "articleBody": "Generative AI (GenAI) software can transform various aspects of enterprise operations, which makes it a critical component of modern business strategies. GenAI tools can automate repetitive tasks such as data entry, report generation and customer interactions. GenAI can improve overall operational efficiency, resulting in time and cost savings for the organization. Another benefit from GenAI software is the ability to analyze vast amounts of data and extract actionable insights, enhancing decision-making processes. This empowers the workforce to make informed decisions quicker. Utilizing GenAI in customer service and support can lead to more personalized and responsive interactions. By analyzing customer behavior and preferences, companies can tailor offerings and communications, resulting in enhanced customer satisfaction and loyalty. To increase the chances of successful integration with GenAI tools, a comprehensive approach is vital. Structured support is necessary for workers who engage with GenAI tools. The tools, while powerful, are only as effective as the users who operate them. Training sessions, user guides and other resources help users understand the full capabilities of the tools, how to formulate effective queries and best practices for the technology. Without adequate support, workers may struggle to navigate GenAI tools, leading to misunderstandings or misapplications that could result in errors or unintended outcomes. Well-defined guidelines and prompt optimization training help minimize the risk of errors while also maintaining compliance with enterprise policies. New technologies can often be met with resistance or skepticism, particularly in enterprise environments where workers may be wary of change. Overall satisfaction, engagement and adoption rates are likely to improve when users feel supported and confident in their ability to use the technology. By providing the workforce with relevant training and resources tailored to the enterprise’s specific context, workers can effectively apply GenAI tools to meet business needs, drive value and contribute to broader objectives. We assert that through 2026, only 1 in 5 enterprises will analyze patterns and generate insights from GenAI software that empower data-driven decision-making and lead to improved business outcomes. To maximize the potential of GenAI tools, enterprises must provide users with effective starting points focused on knowledge, policies and procedures that enable early success. One of the foremost strategies is providing comprehensive training on prompts. This training serves to develop foundational skills for users to engage effectively with GenAI tools. By educating workers about how to craft precise prompts, organizations can increase user confidence in extracting meaningful responses from the software. Organizations need to increase trust and accuracy when developing applications that incorporate GenAI, including fine-tuning and prompt engineering. One of the most important approaches will be the use of vector search to augment GenAI with context from enterprise content and data via a concept known as retrieval-augmented generation (RAG). This knowledge is essential for making the most of the capabilities that GenAI tools offer. In addition to training, the use of playbooks for predefined prompts and actions (“promptbooks”) plays a significant role in accelerating success with GenAI tools. These promptbooks provide standardized templates that can fast-track outcomes, allowing users to access proven prompts that yield consistent results. By offering predefined paths for common tasks, organizations can decrease the time spent on trial and error, enabling users to focus on applying their expertise efficiently. For example, effective promptbooks can be tailored specifically to meet enterprise needs, addressing functions or departments within the organization. Whether it's generating reports, drafting project plans, making policy inquiries or answering frequently asked questions, these promptbooks can guide users in crafting the most relevant queries. Each department has unique workflows and requirements, and by developing promptbooks that reflect these differences, enterprises can ensure that users have relevant and applicable resources at their fingertips. In addition to customized promptbooks, offering shortcut tools and templates is another effective strategy. Providing users with access to pre-approved company format tools can significantly enhance their experience with GenAI software. These tools may include presentation templates that conform to company standards or standardized document templates designed for routine tasks. Shortcut tools help reinforce user confidence by supporting expertise application more effectively. When users have access to templates and tools that align with their tasks, they can focus on applying their knowledge and skills without the burden of figuring out the structure or format. This not only enhances productivity but also fosters a sense of ownership and competence in using the GenAI tools. Lastly, integrating GenAI tools with existing knowledge management systems broadens the utility within the enterprise environment. Linking GenAI tools to knowledge bases allows workers to access information in real time, reinforcing that they have accurate and up-to-date resources at their disposal. This integration aids in providing quick answers to questions and access to company policies, minimizing delays in decision-making and increasing overall efficiency. Enhancing user engagement and satisfaction is paramount to GenAI adoption and success. One of the most effective ways to achieve this is through the establishment of workforce feedback mechanisms. By creating a system where users can easily share their experiences and insights, enterprises can gain valuable perspectives on how workers are interacting with GenAI tools. In addition to feedback mechanisms, fostering community building among users can significantly enhance engagement. Creating forums or platforms where users can collaborate and share best practices encourages knowledge sharing and collective problem-solving. Encouraging peer support among knowledge workers cultivates a collaborative environment that enriches the user experience. As organizations embark on their journey to integrate GenAI tools, software providers have a critical role in enhancing the overall user experience. It is imperative that they move beyond simply offering a basic query box. Comprehensive support that includes resources tailored to user needs, guidance on best practices and readily available assistance are essential for maximizing the effectiveness of GenAI tools. Prioritizing user success in the adoption of GenAI tools ensures a worthwhile return on investment. The landscape of enterprise technology is continually evolving, and organizations must remain proactive in efforts to innovate and optimize user interactions with GenAI. By implementing structured support systems that include feedback mechanisms and community building, enterprises can create an environment where users feel valued and engaged. As we look to the future, the successful integration of GenAI tools in enterprise environments hinges on continuous improvement in user experiences. By providing great starting points and fostering a culture of support, organizations can significantly impact early adoption and ultimate success with GenAI solutions. Embracing this commitment not only enhances productivity but also fortifies the enterprise’s competitive edge. Regards, Jeff Orr", "image": { "@type": "ImageObject", "url": "https://www.isg-research.net/hubfs/Unlocking_Success_with_Enterprise_GenAI_Tools-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Jeff Orr", "url": "https://jefforr.isg-research.net/author/jeff-orr", "sameAs": "https://www.linkedin.com/in/jefforr" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "jefforr.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Cloud Platforms and Accessibility Hurdles", "mainEntityOfPage": "https://jefforr.isg-research.net/cloud-platforms-and-accessibility-hurdles", "datePublished": "22/08/2024", "dateModified": "22/08/2024", "articleBody": "The latest ISG Buyers Guide for Cloud Computing Platforms uncovers the market evolution of regional and global cloud providers. Buyers Guides for Public Cloud Platforms, Private Cloud Platforms and Hybrid Cloud Platforms are part of the recent software provider evaluations. ISG Software Research defines Cloud Platforms as a software service for organizations to access virtualized IT resources via the internet on a pay-per-use basis. These resources include servers, data processing power, data storage, networking infrastructure, virtualization capabilities and more. Cloud platforms are an enterprise alternative to operating on-premises data centers and compute environments. However, not all cloud platforms are suitable for all enterprise use cases. Multiple capabilities remain underrepresented and will keep enterprises from accelerating the adoption of cloud-powered services and broader migration of workloads. This analyst perspective highlights opportunities for cloud service providers to better meet enterprise requirements in the coming years. Multi-cloud architecture is the use of multiple cloud computing and storage services in a single network architecture. This refers to the distribution of cloud assets, software, applications and more across several cloud environments. With a multi-cloud strategy, enterprises can leverage the cloud environment that best meets the needs of a specific workload. The need to avoid cloud service provider lock-in and optimize each workload with the best platform has led to the rise of multi-cloud strategies. If the enterprise organization aims to avoid software provider lock-in, optimize workload performance and increase resilience, a multi-cloud approach could be beneficial. It is advantageous for businesses that use a variety of IaaS, PaaS and SaaS solutions. In our Buyers Guide evaluations, only a few cloud providers explicitly highlighted other providers that work well in combination with their own services to deliver multi-cloud capability. Generally, the recommendations equate to a cloud-to-cloud interconnect function exists such that cloud data traffic never goes over the internet. The addition of hybrid cloud services to an enterprise, which combine public and private clouds, adds a layer of complexity to monitoring and management of network resources. A similar situation exists for incorporating multi-cloud services in the enterprise from multiple public cloud providers. Integration between different cloud platforms and on-premises systems leads to interoperability challenges. Cloud providers may use different protocols and standards from those found within the enterprise. Cloud management and monitoring was cited as a leading challenge by 35% of enterprises participating in the ISG Market Lens Cloud study. Visibility across all cloud environments should be a requirement for enterprise adoption. Achieving the goal of unified management for hybrid and multi-cloud environments will require the adoption of third-party tools or the assistance of a managed services provider. Capabilities to consider when evaluating management and monitoring of hybrid cloud and multi-cloud services include application development and deployment, unified management and monitoring, configuration management, service orchestration, and automation of cloud provisioning and scaling. Another type of cloud deployment type that is gaining momentum is sovereign cloud. Sovereign cloud refers to a cloud infrastructure that is operated within the borders of a specific country and is compliant with its data sovereignty laws. It is often used by government agencies or industries with strict regulatory requirements. The increasing importance of data sovereignty and privacy concerns in many countries has led to the emergence of sovereign clouds. While GDPR has gained most of the attention for design and availability of sovereign cloud computing services across the European Union, several providers in China are marketing government data security compliance and sovereign services now. The U.S. FedRAMP-authorized cloud product program has also been in place for several years and was formally codified with the signing of the FedRAMP Authorization Act of 2023, now consisting of more than 280 cloud service providers in the program. With the market emphasis on public and private cloud shifting to hybrid, multi-cloud and sovereign cloud deployments, we assert that through 2025, the cloud service provider ecosystem will remain largely unchanged except for emerging community, industry and sovereign country providers. An enterprise organization operating in a country with strict data sovereignty laws or classified as a government entity could find a sovereign cloud to be the right choice. It is designed to meet specific regulatory requirements and protect national data sovereignty. Even if your enterprise is not a government agency or in partnership with an agency, consider ways to develop or refine data governance and compliance programs. Data governance policies need to be established that comply with industry regulations across different cloud environments. Despite the rapid advancements in cloud computing, a significant gap remains in addressing the needs of users with skills challenges or accessibility requirements. Currently, most cloud service providers do not offer capabilities for Natural Language Processing (NLP) that enable voice or text interactions for administering cloud services. This limitation can hinder the effectiveness of users who may struggle with traditional interfaces or lack advanced technical skills. The absence of NLP-driven interfaces means that users must rely on command-line tools or graphical user interfaces, which can be daunting for those with limited technical expertise or accessibility needs. This gap not only affects productivity but also limits the inclusivity of cloud services, potentially excluding workers who could help fill IT staff vacancies. Cloud service providers should create more intuitive and user-friendly interfaces that allow users to interact with services through natural language commands. The emerging markets for hybrid cloud, multi-cloud and sovereign cloud deployments present significant opportunities for enterprise innovation and the growth of data applications. However, these advancements come with their own set of challenges, particularly in the areas of monitoring and management. The complexity of managing diverse cloud environments requires comprehensive tools and strategies to ensure integration, security and cost efficiency with as little friction as possible. Selecting cloud service providers for hybrid and multi-cloud deployments is a strategic business decision and one that must be carefully considered. The cloud strategy must align with the organization’s business objectives and adapt with the needs of the enterprise. Security standards and regulatory requirements will evolve over time. Integration with existing on-premises systems and other cloud services requires extensible APIs and support for open standards. Uptime, performance and reliability of services varies by provider and agreement. Pricing may look attractive for current usage models while cost management tools enable financial operations (FinOps) to effectively monitor and optimize cloud spending. Informed recommendations and a successful cloud journey are only possible when the organization’s strategic goals are in alignment. Additionally, the lack of accessibility features, such as NLP for voice or text interactions, highlights a gap in current cloud service usability. Addressing these limitations can democratize cloud administration, making it more inclusive and user-friendly. For further insights, explore our cloud computing analyst perspectives and visit our cloud computing research for analysis and advisory. Regards, Jeff Orr", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Cloud_Platforms_and_Accessibility_Hurdles.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Jeff Orr", "url": "https://jefforr.isg-research.net/author/jeff-orr", "sameAs": "https://www.linkedin.com/in/jefforr" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "jefforr.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Buyers Guides for Cloud Computing Platforms Classifies and Rates Software Providers", "mainEntityOfPage": "https://jefforr.isg-research.net/the-buyers-guides-for-cloud-computing-platforms-classifies-and-rates-software-providers", "datePublished": "25/07/2024", "dateModified": "25/07/2024", "articleBody": "I am happy to share insights gleaned from our latest Buyers Guide, an assessment of how well software providers’ offerings meet buyers’ requirements. The Cloud Computing Platforms Ventana Research Buyers Guide is the distillation of a year of market and product research by ISG and Ventana Research. Cloud computing has emerged as a fundamental technology driving the digital transformation of enterprises, irrespective of their size or maturity level. It provides a robust and scalable infrastructure that supports the dynamic needs of modern businesses, enabling them to stay competitive in a digital world. Three ways that cloud computing is essential to the ongoing operations, growth and innovation of an enterprise organization are operational efficiency, speed to market, and business continuity and resilience. Cloud computing offers on-demand access to a range of resources, including computing power, storage and networking capabilities. This eliminates the need for up-front capital investment in hardware for on-premises data centers and reduces the burden of maintenance and upgrades. Enterprises can scale their operations up or down based on demand, leading to significant cost savings and improved operational efficiency. With cloud platforms, enterprises can rapidly prototype, test and deploy new applications and systems. This accelerates the innovation process and reduces the time to market for new products and services. The cloud also supports advanced technologies like AI, machine learning and analytics, enabling businesses to derive insights and innovate faster. Cloud computing enhances business continuity and resilience. Data stored in the cloud is typically replicated across multiple servers in different locations, ensuring it is protected against hardware failures, natural disasters or other forms of disruption. Cloud providers also offer sophisticated security features to protect against cyber threats. Cloud computing is not just a technology, but a strategic enabler that underpins the digital capabilities of the enterprise. As the market evolves, multinational, regional and sovereign cloud providers will continue to play a critical role in shaping the enterprise software technology landscape. ISG Research defines Cloud Platforms as a software service for organizations to access virtualized IT resources via the internet on a pay-per-use basis. These resources include servers, data processing power, data storage, networking infrastructure, virtualization capabilities and more. Cloud platforms are an enterprise alternative to operating on-premises data centers and compute environments with an environment of networking and servers. Cloud platforms can be segmented into five main types: Public Cloud, Private Cloud, Hybrid Cloud, Multi-cloud and Sovereign Cloud. Each of these segments addresses unique needs of enterprise organizations and has gained prominence due to specific factors: Public Cloud: Public cloud services are provided by third-party providers over the internet and are available to anyone who wishes to use or purchase them. They offer scalability and elasticity unmatched by private or on-premises infrastructure, along with pricing models that convert capital expenses to operational expenses. The rise of SaaS applications and the shift towards digital business models have driven the adoption of public cloud. We believe that by 2027, over three-quarters of enterprises will operate across multiple public cloud computing environments, necessitating the requirement for a unified data platform to virtualize access for business continuity. Private Cloud: Private cloud refers to cloud computing resources used exclusively by a single business or organization. They provide a similar level of scalability and self-service as public clouds but within the confines of a company’s firewall, offering greater control over data, workloads and security. The need for businesses to have more control and security over their data has led to the prominence of private clouds. Hybrid Cloud: Hybrid cloud is an approach that combines a private cloud with one or more public cloud services, with proprietary software enabling communication between each distinct service. This model offers businesses greater flexibility by moving workloads between cloud environments as needs and costs fluctuate. The desire for flexibility and the need to leverage the benefits of both private and public cloud have brought hybrid cloud to the forefront of enterprise cloud strategies. Multi-cloud: Multi-cloud is the use of multiple cloud computing and storage services in a single network architecture. This refers to the distribution of cloud assets, software, applications and more across several cloud environments. With a multi-cloud strategy, enterprises can leverage the cloud environment that best meets the needs of a specific workload. The need for avoiding cloud service provider lock-in and optimizing each workload with the best platform has led to the rise of multi-cloud strategies. Sovereign Cloud: Sovereign cloud refers to a cloud infrastructure that is operated within the borders of a specific country and is compliant with its data sovereignty laws. It is often used by government agencies or industries with strict regulatory requirements. The increasing importance of data sovereignty and privacy concerns in many countries has led to the emergence of sovereign clouds. Each of these cloud segments has developed to address specific enterprise needs and concerns, such as cost efficiency, scalability, control, flexibility and regulatory compliance. As enterprises continue to change and grow, these cloud approaches will continue to play a crucial role in their journey. Cloud platforms continue to evolve, and the past year is no exception. The benefits of using a cloud service provider (CSP) over building on-premises servers include low capital outlay, faster time-to-market, agility and optimal cloud delivery models from Infrastructure-as-a-Service (IaaS) to Platform-as-a-Service (PaaS) to Software-as-a-Service (SaaS). While on-premises servers will not go away entirely, they must continue to compete effectively with cloud computing as an alternative for many applications and services. Cloud platforms are worth investing in because they serve as the backbone of modern IT infrastructure, enabling organizations to leverage a wide range of services from computing power and storage to AI and machine learning. Cloud platforms are worth investing in because they serve as the backbone of modern IT infrastructure, enabling organizations to leverage a wide range of services from computing power and storage to AI and machine learning. By migrating to the cloud, businesses can streamline operations, reduce costs and accelerate innovation. To meet the efficiency and innovation challenge, enterprises are expected to utilize multiple clouds. Investing time, people resources and financial resources in cloud platforms is a strategic move for enterprises aiming for digital transformation and competitive advantage. When an enterprise CIO or IT leader is considering a cloud platform, the choice between public, private, hybrid, multi-cloud or sovereign cloud should be driven by the organization’s specific objectives, goals and desired outcomes. Public Cloud: If the enterprise’s goal is to reduce IT infrastructure costs, increase scalability and improve operational efficiency, then a public cloud could be a suitable choice. It is also beneficial for businesses that need to quickly deploy and scale applications. Private Cloud: If the organization prioritizes data security, regulatory compliance and customization, a private cloud could be the best fit. It is particularly useful for businesses in highly regulated industries or those that handle sensitive customer data. Hybrid Cloud: If the organization seeks to balance the flexibility and scalability of public cloud with the security and control of a private cloud, a hybrid cloud could be the ideal approach. It is suitable for businesses that have a mix of sensitive and non-sensitive workloads. Multi-cloud: If the organization aims to avoid software provider lock-in, optimize workload performance and increase resilience, a multi-cloud approach could be beneficial. It is advantageous for businesses that use a variety of IaaS, PaaS and SaaS solutions. Sovereign Cloud: If the organization operates in a country with strict data sovereignty laws or is a government entity, a sovereign cloud could be the right choice. It is designed to meet specific regulatory requirements and protect national data sovereignty. A well-chosen cloud strategy can drive innovation, enhance customer experiences and provide a competitive edge in the digital marketplace. The choice of cloud platform should align with the enterprise’s strategic objectives and operational needs. It is also important to consider factors such as cost, resource availability, technical expertise and the potential need for digital transformation. A well-chosen cloud strategy can drive innovation, enhance customer experiences and provide a competitive edge in the digital marketplace. AI applications, particularly GenAI applications, have significantly transformed the Cloud Platforms landscape. GenAI applications require extensive computational resources, and cloud computing platforms provide the scalability enterprises need to allocate resources dynamically based on the needs of various GenAI workloads. This transformation has augmented the cloud computing market as the optimal choice for creating foundation models and deploying GenAI-powered applications. Each cloud platform segment also has advantages for GenAI workloads. Public cloud providers are investing heavily in AI and GenAI technologies, making them a good fit for enterprises looking to leverage these technologies. For enterprises with specific regulatory and compliance requirements, private clouds can offer a controlled environment to run GenAI workloads. Hybrid clouds offer flexibility, allowing enterprises to run GenAI workloads in the most suitable environment based on specific needs. A multi-cloud strategy can help avoid software provider lock-in and optimize each workload with the best platform. Sovereign clouds can meet the evolving and unique requirements of sovereign operations no matter the region they operate in. As GenAI continues to evolve, we can expect to see more AI workload-specific cloud platforms in the future. The rapid advancement of LLMs and foundation models is driving the continual evolution of AI and GenAI capabilities and enterprise use cases. Specialty cloud providers will become an important consideration for many enterprise cloud architectures. The emergence of domain-specific models, which can be compute-efficient, more compact and reduce the risks of general-purpose model hallucinations, further suggests a future where cloud platforms may become increasingly specialized. Our Cloud Platforms Buyers Guide is designed to provide a holistic view of a software provider’s ability to serve a variety of cloud workloads with a set of cloud platform products. As such the Cloud Platforms Buyers Guide includes the full breadth of deployment models, services and functionality. Technology vendors that provide public cloud, private cloud or hybrid cloud capabilities are represented in separate Buyers Guide research reports. ISG believes a methodical approach is essential to maximize competitiveness. To improve the performance of your enterprise’s people, process, information, and technology components, it is critical to select the right software provider and product. The five deployment models for cloud platforms include public, private, hybrid, multi-cloud and sovereign cloud. This Cloud Platforms Buyers Guide evaluates products based on services, deployment model and functionality. Service types include IaaS, PaaS and SaaS. The five deployment models for cloud platforms were previously referenced and include public, private, hybrid, multi-cloud and sovereign cloud. Functionality evaluated for cloud platforms includes storage, compute, database, networking, serverless computing, and artificial intelligence and machine learning (AI/ML). To be included in this Buyers Guide, products must include multiple functions, one or more services, and at least one deployment model. This Buyers Guide report evaluates the following software providers that offer products address key elements of cloud platforms to support a combination of public, private and hybrid cloud workloads: Alibaba Cloud, AWS, Google, IBM, Leaseweb, Microsoft and Oracle. This research-based index evaluates the full business and information technology value of cloud computing software offerings. I encourage you to learn more about our Buyers Guide and its effectiveness as a provider selection and RFI/RFP tool. We urge organizations to do a thorough job of evaluating cloud computing offerings in this Buyers Guide as both the results of our in-depth analysis of these software providers and as an evaluation methodology. The Buyers Guide can be used to evaluate existing suppliers, plus provides evaluation criteria for new projects. Using it can shorten the cycle time for an RFP and the definition of an RFI. The Buyers Guide for Cloud Computing Platforms in 2024 finds Microsoft first on the list, followed by AWS and Google. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions﹘earn the designation of Leader. The Leaders in Product Experience are: Oracle AWS Google The Leaders in Customer Experience are: Microsoft Oracle AWS IBM The Leaders across any of the seven categories are: AWS, IBM and Oracle, which has achieved this rating in five of the seven categories. Microsoft in four categories. Google in two categories. The Hybrid Cloud Platforms Buyers Guide evaluates products based on services and functionality with a combination of public and private cloud deployment models. Service types include IaaS, PaaS and SaaS. Functionality evaluated for cloud platforms includes storage, compute, database, networking, serverless computing, and artificial intelligence and machine learning (AI/ML). To be included in this Buyers Guide, products must include multiple functions and one or more services on both public and private cloud deployment models. The Buyers Guide report evaluates the following software providers that offer products address key elements of cloud platforms to support hybrid cloud workloads: Alibaba Cloud, Amazon Web Services (AWS), Google, IBM, Leaseweb, Microsoft and Oracle. The Buyers Guide for Hybrid Cloud Platforms in 2024 finds Microsoft first on the list, followed by AWS and Google. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Oracle Microsoft AWS The Leaders in Customer Experience are: Microsoft Oracle AWS IBM The Leaders across any of the seven categories are: AWS, IBM and Oracle, which has achieved this rating in five of the seven categories. Microsoft in four categories. Google in two categories. The Private Cloud Platforms Buyers Guide evaluates products based on services and functionality with a private cloud deployment model. Service types include IaaS, PaaS and SaaS. Functionality evaluated for cloud platforms includes storage, compute, database, networking, serverless computing, and AI/ML. To be included in this Buyers Guide, products must include multiple functions and one or more services on a private cloud deployment model. The Buyers Guide report evaluates the following software providers that offer products address key elements of cloud platforms to support private cloud workloads: Alibaba Cloud, Amazon Web Services (AWS), Google, IBM, Leaseweb, Microsoft, Oracle and OVHcloud. The Buyers Guide for Private Cloud Platforms in 2024 finds Microsoft first on the list, followed by Google and Oracle. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Oracle Google Microsoft IBM The Leaders in Customer Experience are: Microsoft Oracle AWS IBM The Leaders across any of the seven categories are: AWS, IBM and Oracle, which has achieved this rating in five of the seven categories. Microsoft in four categories. Google in two categories. The Public Cloud Platforms Buyers Guide evaluates products based on services and functionality with a public cloud deployment model. Service types include IaaS, PaaS and SaaS. Functionality evaluated for cloud platforms includes storage, compute, database, networking, serverless computing, and artificial intelligence and machine learning (AI/ML). To be included in this Buyers Guide, products must include multiple functions and one or more services on a public cloud deployment model. The Buyers Guide report evaluates the following software providers that offer products address key elements of cloud platforms to support public cloud workloads: Akamai, Alibaba Cloud, AWS, DigitalOcean, Google, Huawei Cloud, IBM, Leaseweb, Microsoft, Oracle, OVHcloud, Tencent and Vultr. The Buyers Guide for Public Cloud Platforms in 2024 finds Microsoft first on the list, followed by AWS and Google. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Oracle Microsoft AWS The Leaders in Customer Experience are: Microsoft Oracle AWS IBM The Leaders across any of the seven categories are: IBM and Oracle, which has achieved this rating in five of the seven categories. AWS and Microsoft in four categories. Google in two categories. Huawei Cloud in one category. The overall performance chart provides a visual representation of how providers rate across product and customer experience. Software providers with products scoring higher in a weighted rating of the five product experience categories place farther to the right. The combination of ratings for the two customer experience categories determines their placement on the vertical axis. As a result, providers that place closer to the upper-right are “exemplary” and rated higher than those closer to the lower-left and identified as providers of “merit.” Software providers that excelled at customer experience over product experience have an “assurance” rating, and those excelling instead in product experience have an “innovative” rating. Note that close provider scores should not be taken to imply that the packages evaluated are functionally identical or equally well-suited for use by every enterprise or process. Although there is a high degree of commonality in how organizations handle cloud computing, there are many idiosyncrasies and differences that can make one provider’s offering a better fit than another. Our firm has made every effort to encompass in this Buyers Guide the overall product and customer experience from our cloud computing blueprint, which we believe reflects what a well-crafted RFP should contain. Even so, there may be additional areas that affect which software provider and products best fit an enterprise’s particular requirements. Therefore, while this research is complete as it stands, utilizing it in your own organizational context is critical to ensure that products deliver the highest level of support for your projects. You can find more details on our community as well as on our expertise in the research for these Buyers Guides: Cloud Computing Platforms Hybrid Cloud Platforms Private Cloud Platforms Public Cloud Platforms Regards, Jeff Orr", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/The_Buyers_Guides_for_Cloud_Computing_Platforms_Classifies_and_Rates_Software_Providers.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Jeff Orr", "url": "https://jefforr.isg-research.net/author/jeff-orr", "sameAs": "https://www.linkedin.com/in/jefforr" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "jefforr.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Who Poisoned the AI Watering Hole: Adversarial Threats in AI", "mainEntityOfPage": "https://jefforr.isg-research.net/who-poisoned-the-ai-watering-hole-adversarial-threats-in-ai", "datePublished": "09/07/2024", "dateModified": "09/07/2024", "articleBody": "Embracing artificial intelligence technologies opens doors for innovation and efficiency. Alongside these opportunities, however, come risks. Threat actors are keenly aware of the potential impact of AI systems and are actively exploring ways to manipulate them. In this Analyst Perspective, I explore the world of adversarial machine-learning threats and provide practical guidance for securing AI systems. Generative AI applications introduce great potential to enterprises, bringing the intersection of innovation and security closer to business needs. Ventana Research asserts that by 2026, one-third of enterprises will establish governance to mitigate risks associated with GenAI software, ensuring ethical considerations, avoiding data and model bias, and safeguarding privacy and data security. GenAI systems can inadvertently generate biased or harmful content. Enterprises must ensure that ethical guidelines are in place to direct AI-generated outputs and prevent unintended consequences. GenAI models also learn from historical data, which may contain biases. Organizations need robust mechanisms to detect and rectify bias during model training and deployment. Plus, GenAI applications often process sensitive data. Implementing strong privacy controls and safeguarding data against breaches is essential. Striking a balance between innovation and digital security becomes paramount for enterprise adoption of GenAI software. Let’s explore the adversarial threats that enterprises must navigate to protect AI systems. A recent report by scientists from the National Institute of Standards and Technology and its collaborators identifies vulnerabilities in AI systems that adversaries can use to create malfunctions. The NIST report provides an overview of four major attack types that AI systems might suffer and corresponding approaches to mitigate damage. The report further classifies attacks according to multiple criteria such as the attacker's goals and objectives, capabilities and knowledge. The leading attack types include abuse, evasion, poisoning and privacy. Abuse attacks involve exploiting AI systems for unintended purposes. Using a language model to generate harmful or inappropriate content by compromising legitimate data sources is an example. Strict access controls, content filtering and regular audits can prevent abuse attacks. Evasion attacks aim to deceive AI models during inference by subtly modifying input data. For example, adversaries alter an image, such as a speed limit sign or road lane marker, to mislead an image-recognition system into misclassifying objects. Robust model architectures, input preprocessing and adversarial training can help mitigate evasion attacks. Poisoning attacks involve injecting malicious data into the training set to compromise model performance. An attacker, for example, modifies training data to bias a sentiment analysis model like a chatbot into utilizing inappropriate language. Rigorous data validation, outlier detection and monitoring during training are essential to prevent poisoning attacks. Privacy attacks exploit model outputs to infer sensitive data about individuals. A membership inference attack reveals whether a specific data point was part of the training set. By asking a chatbot legitimate questions, an attacker may use those responses to identify and exploit a weakness in the model. Differential privacy techniques, model aggregation and data anonymization enhance privacy protection. While enterprises invest significant effort in building robust AI models, attackers face lower barriers. Building attacks on AI systems requires less effort than constructing a robust AI model. Attackers can exploit vulnerabilities without the complexity of model development, training and optimization. Enterprises must recognize this asymmetry and prioritize AI security measures. A wealth of open-source tools and research papers are available for crafting attacks. Adversarial attack libraries, pre-trained models and tutorials are accessible online. Organizations must defend against these documented techniques. Threat actors can test their attacks against various models without rigorous validation. Enterprises often lack comprehensive testing for adversarial scenarios. Rigorous testing, including adversarial examples, is essential during model development. The potential impact of compromising AI systems drives attacker’s motivation. Enterprises may underestimate the attractiveness of AI assets to attackers. Organizations should assess the value of AI models from an adversary’s perspective. As organizations embrace AI, understanding the unique security challenges becomes paramount. Understanding the lower barriers faced by attackers is crucial for effective AI security. Enterprises must proactively address these challenges to safeguard AI systems and data. Essential practices to safeguard AI assets include: Leveraging existing frameworks. Extend existing governance and risk-management programs to cover AI. Rather than creating entirely new policies, integrate AI security considerations into your enterprise’s existing governance structure. This ensures consistency and alignment with overall risk-management practices. Risk assessment. Regularly assess AI-related risks. Understand the unique threats posed by AI systems, including adversarial attacks, data privacy concerns and model vulnerabilities. Update policies and risk assessments accordingly to address emerging risks. Stakeholder engagement. Involve non-technical executives and stakeholders in security discussions. Effective AI security requires collaboration across departments. Engage business leaders, legal teams and compliance officers to ensure a holistic approach to risk management. Quality control. Rigorously validate and curate training data. Poisoning attacks often exploit vulnerabilities in training data. Implement strict data validation processes to prevent malicious injections. Regularly review and clean training datasets. Data privacy. Implement privacy-preserving techniques. Sensitive data used for training AI models must be protected. Techniques like differential privacy can help safeguard individual privacy while maintaining model performance. Consider anonymization methods as well. Data retention. Define data retention policies. Minimize the exposure of sensitive data by retaining it only as long as necessary. Regularly review and update retention policies to align with changing business needs and compliance requirements. Adversarial training. Train models with adversarial examples. Adversarial training exposes models to intentionally crafted adversarial inputs during training. This helps improve model robustness and resilience against attacks. Monitoring and alerts. Continuously monitor model behavior. Set up alerts for suspicious activities, such as unexpected prediction shifts or sudden drops in performance that may indicate tampering. Regularly review model outputs to detect signs of an adversarial attack. Regular updates. Keep models up-to-date with security patches. Just like any enterprise software, AI models may have vulnerabilities. Stay informed about security updates and apply them promptly to mitigate known risks. The convergence of AI’s transformative potential and the increasing sophistication of threat actors requires a proactive approach to safeguarding AI systems. Securing AI systems is an ongoing journey that demands collaboration and adaptability. By following these best practices, enterprises can secure the AI watering hole and contribute to a safer digital future. Regards, Jeff Orr", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Who_Poisoned_the_AI_Watering_Hole_Adversarial_Threats_in_AI.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Jeff Orr", "url": "https://jefforr.isg-research.net/author/jeff-orr", "sameAs": "https://www.linkedin.com/in/jefforr" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "jefforr.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "ServiceNow Puts AI to Work at Knowledge 2024 Conference", "mainEntityOfPage": "https://jefforr.isg-research.net/servicenow-puts-ai-to-work-at-knowledge-2024-conference", "datePublished": "17/06/2024", "dateModified": "17/06/2024", "articleBody": "ServiceNow is a global software provider that has developed a cloud computing platform that helps organizations manage digital workflows for enterprise operations. The provider uses its annual Knowledge user conference to educate customers and showcase product announcements. Ventana Research had the opportunity to attend the Knowledge 2024 event and provides this analyst perspective to summarize what transpired. ServiceNow has evolved beyond its traditional audience, beyond IT service management (ITSM) and IT operations management (ITOM), to include workflow optimization for other enterprise departments. The company noted that its net-new average contract value (NNACV) from ITSM is no longer the largest contributor to revenue. ServiceNow offers its Now Platform as modules for customer service management (CSM), enterprise asset management, field service management, HR service delivery (HRSD), ITSM, ITOM, IT asset management, security operations, strategic portfolio management, telecommunications service management and workplace service delivery, among others. At Knowledge 2024, it demonstrated its expansion into enterprise architecture and collaborative work management, which is part of its strategic portfolio management offering. ServiceNow also presented advancements in procurement and finance that help improve supply chain efficiency. ServiceNow also has a module called Creator intended for the developer community. Creator offers a low-code interface that makes writing cloud applications within the Now Platform more accessible to knowledge workers that understand the workflow intent while not requiring deep programming experience. With the diversification of modules and revenue beyond IT services, ServiceNow aims to become the “platform of platforms.” Consolidating various processes, data and tools across line of business to a single environment can enable cross-team collaboration and sharing best practices. What challenges might it encounter in achieving this goal? It has only one product configuration. Versions of the software with a narrower set of functionalities are not offered, putting it out of reach for smaller enterprises looking to improve workflow management. This is a sizeable market opportunity for ServiceNow; however, it would require a different price point and a subset of current features. Similarly, organizations that adopt the software platform and do not assign the resources to integrate and maintain the software may experience buyers’ remorse and low satisfaction. Even so, ServiceNow touts a customer renewal rate exceeding 98%. Several product and partner announcements were issued during the Knowledge 2024 event. Two of note highlight the maturity of the Now Platform database technologies and the integration of generative AI (GenAI) capabilities beyond a simple chatbot interface. Database technology enables applications like the Now Platform to quickly access information from across the organization. ServiceNow has utilized a configuration management database (CMDB) to store and manage information in an IT environment for many years. The software provider announced the release of RaptorDB, combining relational PostgreSQL and columnar database capabilities. RaptorDB enables ServiceNow to integrate with external systems and scale the data. While the full potential of the announcement remains to be seen, ServiceNow had JP Morgan on stage sharing its challenges with consolidating more than 500 onboarding steps and how automating the workflow with ServiceNow has improved efficiency and usability. The example demonstrates the sheer size of workflows that can be automated and optimized. Now Assist is the GenAI chatbot interface available in the ITSM, CSM, HRSD and Creator products, utilizing training data from a ServiceNow domain-specific large language model (LLM). A lack of expertise in AI skills was cited as the most significant challenge for enterprise adoption of AI technologies by 44% of participants according to the ISG Market Lens AI Study. ServiceNow applies a low-code/no-code approach to the Now Platform to reduce the need for specialized skills, and the chatbot interface of Now Assist is familiar to users of enterprise communication and collaboration tools. At the Knowledge 2024 event, ServiceNow announced a partnership with Microsoft’s Teams Copilot to hand off tasks between the two GenAI environments. User queries are initiated through either chat interface, and the context of the query determines when the other tool should be invoked. Microsoft shared that more than 90% of enterprise users start their day in Teams, suggesting that the partnership will be a convenient addition for users of both software. However, the financial feasibility of paying for Now Assist usage (LLM calls) as well as Teams Copilot licenses could slow the adoption of GenAI tools from multiple software providers. General availability of English language training is expected during the second half of 2024, with additional languages and interactions planned through 2025. ServiceNow is finding success with customers who have onboarded to the platform. It has few competitors that offer its breadth of capability for workflow management. The provider has also excelled at retaining enterprise customers. The third, and less often discussed, component is new customer acquisition. The end-to-end customer journey can be described in three parts analogous to commercial air travel: Climbing to altitude; the experience at cruising altitude; and the descent to the destination. The strategies and messaging for each part of the journey are unique. Growing the customer base for ServiceNow relies on making the platform relevant to functions outside of ITSM. In recent financial quarters, ServiceNow cites more than 50% of NNACV are for Now Platform modules other than ITSM. Expanding the total addressable market into line of business activities is where the greatest growth for ServiceNow customers will occur. The selling process that ServiceNow and other software providers face is often met with turbulence. There are objections to be overcome as well as aligning the software platform with value creation for the enterprise. One of the challenges that ServiceNow must confront in addressing new market segments is the “all or nothing” product approach it takes—the Now Platform is the only offering. If the enterprise is solely looking to address intelligent automation, for example, it may only identify value in the robotic process automation (RPA), intelligent document processing (IDP) and conversational automation elements of the platform. As an integrated platform, there is risk of enterprises paying for functionality they will not use. This can create procurement frustration. Upon reaching a safe cruising altitude, commercial pilots announce that it is safe to move about the cabin. The experience is positive and efficient. This stage of the customer journey is signified by ServiceNow customers building workflows and experiencing the benefits of the technology. Ventana Research asserts that by 2026, over two-thirds of enterprises will standardize on a single digital platform for workflow automation and will deploy intelligent automation technologies to eliminate redundant manual work. The Knowledge conference typifies the spoils of having a diverse range of business customers. For every announcement made, an existing customer is brought on stage to explain how these new capabilities aid the enterprise. And with new releases of the Now Platform every six months, ServiceNow keeps the experience fresh while addressing additional types of workflows. Now Assist, the GenAI-powered chatbot, brings data closer to the workforce and offers a glimpse of future use cases. ServiceNow strives to keep customers on this segment of the journey for as long as possible. The end of the journey for ServiceNow customers is equivalent to migration away from or abandonment of investments in the Now Platform. ServiceNow reports that it has a 98%+ renewal rate for the platform, which suggests a high level of customer satisfaction. While adoption by the entire addressable market or 100% renewal rates are unlikely to ever be achieved, enterprise change and the resulting commercial agreements will always be a customer retention factor. Some enterprises question the value received for the investment in software platforms when ROI is not happening or not occurring fast enough. The messaging from ServiceNow needs to address flights at multiple altitudes. CEO Bill McDermott communicates the company’s momentum message with the longest-term horizon, such as, “We just passed $10 billion and have a plan to pass through $20 billion.” A different message is necessary for the installed base of enterprises. It must convey to customers how ServiceNow will deepen the value and commitment to the growth of the platform. And additional messaging must get enterprises to consider the ServiceNow platform. Since the Now Platform is the entire product portfolio, prospective customers must determine if there is a Swiss Army Knife debate—will we pay for functionality that we may never use? This is a real concern for software providers moving prospective organizations through the sales funnel. ServiceNow is in an interesting position of market adoption, and the software provider controls its own destiny: It lacks direct competition. Other software providers offering workflow management do not offer the same breadth of capabilities and may be considered a stepping stone for organizations not yet ready for a ServiceNow relationship. It has a sizeable installed base for the Now Platform that addresses several industries. Furthermore, the software provider has diversified beyond serving only ITSM needs and experienced revenue growth from customer support, security operations and other enterprise teams. Revenues have surpassed the $10 billion mark, and the company has its sights set on $20 billion. Business execution is key to maintaining this position and delivering on the latest announcements. ServiceNow must also establish the value of GenAI in the minds of its customers. The Knowledge 2024 user conference theme of put AI to work embodies the next chapter for the company. Regards, Jeff Orr", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ServiceNow_Puts_AI_to_Work_at_Knowledge_2024_Conference.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Jeff Orr", "url": "https://jefforr.isg-research.net/author/jeff-orr", "sameAs": "https://www.linkedin.com/in/jefforr" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "jefforr.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Decomplexification of IT: Simplifying Enterprise Technology", "mainEntityOfPage": "https://jefforr.isg-research.net/the-decomplexification-of-it-simplifying-enterprise-technology", "datePublished": "21/05/2024", "dateModified": "21/05/2024", "articleBody": "The technology landscape for enterprise IT faces a daunting challenge: complexity. As systems grow more intricate, organizations must actively seek ways to simplify the technology stack. This process, known as decomplexification, is crucial for enhancing efficiency, security and collaboration within an enterprise. Decomplexification—a term that encapsulates the act of simplifying—has become a strategic imperative for IT leaders. As businesses grapple with intricate architectures, convoluted processes and siloed teams, the need to streamline and remove unnecessary complexity is critical for growth. In this Analyst Perspective, we explore the goals, challenges and strategies associated with decomplexification in enterprise IT. Decomplexification brings clarity to the intricacies of enterprise IT. Evolving from concept to business objectives requires identifying business objectives that simplify the use of technology within organizations. From enhancing user experiences to bolstering security, these goals pave the way for a more streamlined and efficient IT ecosystem. Simplicity directly impacts user satisfaction. When organizations untangle convoluted workflows and minimize unnecessary steps, it creates a more intuitive and seamless experience for workers and customers. Whether it’s optimizing software interfaces or streamlining access to critical applications, simplification improves overall usability. Collaboration is no longer a luxury—it’s a necessity. However, disparate teams, such as networking and security, often operate in isolation. Decomplexification encourages cross-functional dialogue. For instance, when networking and IT teams collaborate, they can align their efforts, share insights and collectively address challenges. Breaking down silos fosters innovation and accelerates problem-solving, ultimately benefiting the entire organization. Complexity introduces vulnerabilities. The more intricate an IT environment, the greater the likelihood of human error. By simplifying processes, organizations reduce the risk of misconfigurations, unauthorized access and other security pitfalls. A streamlined architecture enhances the overall security posture, safeguarding sensitive data and critical systems. These goals serve as guiding principles on the journey of decomplexification. By prioritizing simplicity, they pave the way for a more efficient, collaborative and secure technological ecosystem. IT leaders face a unique challenge: managing teams across architecture, infrastructure and security domains. Often, these teams lack common leadership or shared resources. However, the concept of decomplexification serves as a powerful bridge across these gaps. When leaders prioritize simplification, they encourage collaboration, knowledge sharing and resource optimization. By simplifying IT processes, leaders encourage collaboration and knowledge sharing. Silos dissolve and functional teams find common ground. Networking experts collaborate with security specialists, and infrastructure architects align their efforts. The result? A more cohesive and efficient IT ecosystem where expertise flows freely, leading to innovation and streamlined operations. Budgets are typically allocated to specific areas—networking, security, applications—yet the impact of those services extends beyond departmental boundaries. Consider the post-9/11 funding scenario: Transportation departments held the available budget, while emergency services relied on traffic signal alignment applications to achieve the use case of reducing response times. Similarly, IT leaders can strategically maximize existing budgets. By investing in decomplexification efforts, they benefit the entire organization, amplifying the impact of every dollar spent. IT simplification transcends mere tidying up. Determining the technologies and business frameworks that empower decomplexification requires collaboration, optimizing resources and strategically positioning the organization for success. For example, the secure access service edge model represents a shift in network security. Nearly three-quarters of enterprises in our ISG Networking Study work with a third-party managed service provider for SASE support. By converging network and security services into a unified approach, SASE simplifies architecture. It offers a holistic approach, combining cloud-native security, zero-trust principles and wide-area networking. IT leaders should explore evolving SASE options as a tool for decomplexification. Cloud-native approaches provide dynamic, scalable and distributed environments. By maximizing cloud services, organizations can simplify infrastructure management, reduce operational overhead and enhance agility. Decomplexification through cloud-native applications can include: Containerization: Packaging applications and their dependencies into lightweight containers to ensure consistency across development, testing and production environments. Serverless computing: Using services that enable event-driven, cost-efficient execution to allow developers to focus solely on writing code without worrying about server positioning or scaling. Microservices: Breaking down monolithic applications into smaller, independent services to promote flexibility, scalability and easier maintenance. Each microservice handles a specific business function, allowing teams to iterate and deploy independently. Microservices architecture emphasizes modularity, autonomy and decentralized decision-making. By adopting microservices, enterprises can: Decentralize development: Teams work on isolated microservices, enabling parallel development and faster releases. Changes to one service do not impact others. Scalability: Microservices scale independently based on demand. High-traffic services receive additional resources without affecting the entire system. Technology diversity: Different services can use varied technologies, languages and databases. This flexibility suits diverse business needs. Automation streamlines repetitive tasks, reduces human error and accelerates processes with technologies such as: Infrastructure as code: Tools allow for defining the infrastructure using code. Automated provisioning, configuration and scaling become consistent and repeatable. Continuous integration/continuous deployment: Automating the building, testing and deployment of pipelines ensures rapid and reliable software delivery. Monitoring and remediation: Automated monitoring detects issues (e.g., performance bottlenecks, security vulnerabilities) and triggers remedial actions. Machine learning and generative artificial intelligence: ML models can analyze complex data, predict patterns and automate decision-making. GenAI, including natural language processing and image generation, simplifies content creation, personalization and problem solving. Ventana Research asserts that by 2026, the complexity of IT service management frameworks and the lack of infrastructure knowledge will convince 4 in 5 enterprises to investigate AI technologies, including machine learning, NLP and GenAI, to improve efficiency. Remember that no one-size-fits-all approach exists. Organizations must assess the unique context, business goals and existing systems in use. The key lies in strategically adopting technologies that align with the overall vision while simplifying operations. Whether it’s embracing cloud-native initiatives, breaking down monoliths or automating workflows, the journey toward decomplexification begins with thoughtful choices. While the benefits of decomplexification are clear, IT leaders encounter several challenges that demand strategic navigation, including: Legacy systems: Balancing the drive for simplification with the reality of existing legacy systems poses a delicate challenge. These legacy components often carry historical baggage, intricate dependencies and technical debt. IT leaders must carefully evaluate when to modernize, replace or integrate legacy systems to achieve the desired simplification without disrupting critical operations. Resistance to change: Teams, like well-worn gears in a complex machine, can be resistant to change. Whether due to familiarity, fear of disruption or attachment to established processes, team members may hesitate to embrace new ways of working. Overcoming this inertia requires effective change management, clear communication and a compelling case for the benefits of simplification. Alignment with business goals: Simplification efforts must align seamlessly with broader organizational objectives. While streamlining processes and reducing complexity is essential, it should never come at the cost of strategic goals. IT leaders must strike a balance – ensuring that every simplification initiative contributes directly to business outcomes, whether it is improved efficiency, cost savings or enhanced customer experiences. In navigating these challenges, IT leaders play a pivotal role in steering organizations toward a more streamlined, agile and resilient future. Decomplexification isn’t merely about tidying up – it’s a strategic imperative that emerges as both a compass and a catalyst. But what’s next for the CIO or IT leader? Assess the landscape: Begin by taking stock of the organization’s existing systems, processes and legacy components. Identify areas where complexity hinders progress and stifles innovation. Embrace cloud-native approaches: Leverage cloud-native solutions like SASE, containerization and serverless computing. These approaches simplify infrastructure management, enhance scalability and reduce operational overhead. Break down monoliths: Consider microservices architecture. By modularizing applications, you empower teams to work independently, scale efficiently and adapt swiftly to changing demands. Automate thoughtfully: Invest in automation tools for infrastructure provisioning, continuous integration and monitoring. IaC and CI/CD pipelines streamline workflows and minimize manual intervention. Align with business goals: Every simplification effort should align seamlessly with broader organizational objectives. Whether it’s cost savings, improved efficiency or enhanced customer experiences, keep the big picture in mind. Remember, decomplexification isn’t a one-time event – it’s a mindset. As you navigate this path, prioritize collaboration, engage your teams and celebrate small victories. IT leaders who champion simplicity will drive efficiency, enhance security and position their organizations for success in a complex digital landscape. Regards, Jeff Orr", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/The_Decomplexification_of_IT_Simplifying_Enterprise_Technology.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Jeff Orr", "url": "https://jefforr.isg-research.net/author/jeff-orr", "sameAs": "https://www.linkedin.com/in/jefforr" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "jefforr.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Navigating the Enterprise IT Ops Labyrinth", "mainEntityOfPage": "https://jefforr.isg-research.net/navigating-the-enterprise-it-ops-labyrinth", "datePublished": "10/04/2024", "dateModified": "10/04/2024", "articleBody": "Enterprises are increasingly recognizing the need to streamline operations for efficiency, agility and innovation. This has led to various “operations” or “Ops” initiatives, each focusing on a specific aspect of enterprise IT. From software development and data analytics to IT and cloud management, these Ops groups are transforming the way enterprises operate and compete. Mergers and acquisitions, goal alignment, the addition of roles and a convergence of software technology have contributed to enterprise team structure changes, leading to a growing emphasis on specialized Ops groups. When enterprises merge or acquire others, structural changes are inevitable. These events often prompt a reevaluation of existing teams and the creation of new groups to better serve the enterprise’s goals. Team members may change roles, and new departments may form. Promotions and the addition of new roles can enhance team growth. By promoting team members and hiring new talent, enterprises can align with management initiatives and adapt to changing demands. The rise of cloud computing, intelligent automation and artificial intelligence has led to a convergence of software and services. These adjustments can lead to short-term challenges but contribute to long-term organizational effectiveness. Operations groups have emerged to optimize these areas. Each “Ops” area is prioritized based on the enterprise’s business requirements, which must be regularly evaluated and reviewed. Examples of “Ops” areas include: DevOps, a software development methodology that emphasizes collaboration and communication between development and operations teams. It aims to automate the software delivery process and improve the quality of software releases. DevOps can help deliver software faster, with fewer errors, at a lower cost. DataOps, a methodology that aims to improve the quality and reduce the cycle time of data analytics. It emphasizes collaboration between data analysts, data engineers, data scientists and operations teams. DataOps can improve the decision-making process by providing timely and accurate data. ITOps, a set of practices that focuses on the day-to-day operations of IT systems. It includes tasks such as monitoring, incident management and capacity planning. ITOps can help ensure that IT systems are running smoothly and efficiently. CloudOps, dealing with the day-to-day operation of cloud infrastructure. It includes tasks such as provisioning, monitoring and scaling cloud resources. CloudOps ensures that cloud infrastructure is secure, reliable and cost-effective. NetOps, focusing on the operation of network infrastructure. It includes tasks such as network monitoring, configuration management and troubleshooting. NetOps contributes to the reliability and security of the network infrastructure. AIOps, an emerging field that combines artificial intelligence and machine learning with ITOps. It aims to automate IT operations tasks and improve the efficiency of IT systems. AIOps can help reduce the time and effort required to manage IT systems. MLOps, practices that focus on the collaborative and automated management of the end-to-end machine learning life cycle. It includes tasks such as model development, testing, deployment and monitoring. MLOps aims to streamline machine learning workflows to ensure that models are scalable, reproducible and reliable. SecOps, focusing on integrating security into the software development and IT operations processes. Its purpose is to improve the security of IT systems and reduce the risk of cyberattacks. SecOps can help protect the enterprise's data and reputation. DevSecOps, an extension of DevOps that emphasizes the integration of security into the software development process. It ensures that security is built into software from the beginning, rather than being added as an afterthought. DevSecOps can help reduce the risk of security breaches and maintain compliance with regulations. FinOps, a set of practices for optimizing cloud costs. It helps enterprises manage cloud spending by providing visibility into cloud usage and costs. FinOps can help reduce cloud costs and improve the efficiency of cloud operations. SecFinOps, an emerging field that combines security, finance and operations. It helps enterprises manage security and compliance risks while optimizing cloud costs. The goal for this team is to balance the need for security and compliance with the need to reduce cloud costs. ProjectOps, enhancing technology-related project delivery, resource allocation and strategic alignment with business objectives. An operations focus within the PMO can promote automation practices across project management processes, streamlining workflows. AnalyticOps, focusing on the operational aspects of data analytics, encompassing tasks such as data preparation, analysis automation and insight delivery. It ensures that analytical models are efficiently managed and consistently deliver actionable intelligence. All of these categories are important. However, prioritizing different “Ops” areas depends on several factors specific to each business. For example, an enterprise that relies heavily on data analytics may prioritize DataOps, while an enterprise that develops software applications may prioritize DevOps. The demand for efficient operational groups is so strong in certain areas that we assert that by 2026, software providers for enterprise observability platforms and tools must improve growth opportunities and broaden the scope beyond DataOps and SecOps to include DevOps, MLOps and AIOps. Some general steps an organization can follow when considering how to prioritize “Ops” initiatives include: Identifying business goals and objectives such as using balanced scorecards or OKRs. Assessing the current state with tools and frameworks including a SWOT analysis and industry benchmarking. Determining needs with a gap analysis framework to map gaps directly to business goals. Prioritizing based on impact and feasibility with a scoring system to quantify these factors. Developing an implementation plan of key components that considers resource allocation, timelines and risk management strategies. Reviewing and adjusting accordingly. A structured review process, such as PDCA (Plan-Do-Check-Act), and regular updates to the Ops strategy based on performance metrics promotes continuous improvement. The purpose of “Ops” areas is to improve the resilience, agility, efficiency and effectiveness of IT systems, so it is important to nurture a learning-oriented environment. Once the appropriate initiatives are identified, it will be necessary to track progress. Measuring the success of “Ops” initiatives can be accomplished through quantitative and qualitative metrics. General metrics enterprises can track include: Efficiency: How efficiently resources are used, such as cycle time, error rates and resource utilization. Quality: The quality of the output, including defect density, uptime and customer satisfaction scores. Productivity: Measuring the output relative to the input, such as deployment frequency and lead time for changes. Business impact: How the “Ops” affect the business—for example, ROI, cost savings and increased revenue. Learning and growth: Measuring improvements in skills and capabilities, including training hours, skill upgrades and employee satisfaction. The specific metrics used will depend on the organization’s goals and the nature of the “Ops” initiative. It is crucial to have a balanced set of metrics that cover different aspects of the initiative. This will help evaluate success from as many business perspectives as possible. In today’s business, “Ops” initiatives have evolved beyond the realm of mere buzzwords. They have emerged as integral components of a thriving enterprise, serving as the backbone of operational efficiency and innovation. This positions enterprises to address resilience in the face of challenges, agility in response to changing market demands and sustained growth in the long run. Moreover, these “Ops” initiatives are paving the way for a future enterprise where technology and business goals are seamlessly aligned. The importance of these “Ops” areas will only continue to grow, making them an indispensable part of any successful enterprise strategy. Regards, Jeff Orr", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Navigating_the_Enterprise_IT_Ops_Labyrinth.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Jeff Orr", "url": "https://jefforr.isg-research.net/author/jeff-orr", "sameAs": "https://www.linkedin.com/in/jefforr" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "jefforr.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Navigating Security Threats with CTEM Integration", "mainEntityOfPage": "https://jefforr.isg-research.net/navigating-security-threats-with-ctem-integration", "datePublished": "19/03/2024", "dateModified": "19/03/2024", "articleBody": "Is your organization prepared for the increasingly sophisticated and pervasive cyber threats that are challenging enterprise CIOs and IT leaders? Our previous analyst perspective underscored the importance of protecting digital assets and driving business growth with Continuous Threat Exposure Management (CTEM) — a proactive approach to identifying and managing cyber threats. In this perspective, we delve into the crucial business and technology considerations that enterprises must weigh when evaluating CTEM software and providers. Our market research has identified five key factors that have been instrumental in shaping the most challenging security incidents faced by enterprise organizations. Firstly, 95% of participants pointed to security detection capabilities as a significant factor. This was closely followed by the security technologies deployed, which was highlighted by 94% of participants. The organization’s security prevention measures were also a major concern, with 92% of participants acknowledging their importance. The IT applications used were identified by 85% of participants as a contributing factor to challenging security incidents. Lastly, 75% of participants cited human error within the IT and security teams as a key element in the occurrence of these incidents. Our research further reveals that phishing poses the most significant challenge for an enterprise’s security incident management. On the other hand, our research also demonstrates that prior investments in detection tools have paid off as malware and viruses were cited as some of the least challenging incidents for an organization. These findings suggest a need for a shift in resource allocation. Rather than focusing on detection and remediation of these common security threats, resources should be channeled towards threat hunting and the identification of new threat vectors. For instance, vulnerabilities emerging from the supply chain and partner networks could potentially move laterally into the enterprise, posing a significant risk. Thus, these areas should be prioritized to enhance the overall security posture of the enterprise. Cybersecurity is not just an IT concern but a crucial business objective. CTEM aligns with this perspective by offering benefits that extend beyond the realm of IT and contribute to overall business goals. Some of these objectives include: Risk management: CTEM aids in effective risk management, a key business objective for any enterprise. By providing real-time visibility into threats and automated response capabilities, CTEM reduces the risk of data breaches and the associated financial and reputational costs. For instance, a retail business could use CTEM to protect customer data, thereby preserving customer trust and loyalty. Operational efficiency: CTEM can enhance operational efficiency, another important business objective. By consolidating various security functions, CTEM simplifies security operations and reduces the time and resources required for threat management. This could be particularly beneficial for a manufacturing firm, where streamlined operations can lead to significant cost savings. Regulatory compliance: In industries subject to strict data protection regulations, such as healthcare or finance, CTEM can assist with regulatory compliance. By continuously monitoring the enterprise’s threat landscape, CTEM ensures that potential compliance issues are identified and addressed promptly. A healthcare provider, for example, could leverage CTEM to safeguard patient data and meet HIPAA requirements. Business continuity: CTEM supports business continuity by minimizing the downtime associated with security incidents. Critical business operations can continue uninterrupted, thereby preventing revenue loss. An e-commerce platform, for instance, could use CTEM to maintain site availability, delivering a seamless shopping experience for its customers. The benefits of real-time threat visibility, improved response capabilities, enhanced security posture and consolidation of security functions help transform the enterprise approach to security threats from a passive activity to one that is proactive and predictive. CTEM software can align with the business objectives of modern enterprises and help them achieve their goals. To implement CTEM tools in an enterprise, the first step is to understand the existing IT infrastructure. This helps identify the current security protocols, the network architecture and potential points of integration for the CTEM tools. For instance, legacy systems might need to be updated or replaced to work with modern CTEM tools. After the assessment, the scope of the implementation is defined based on the business needs and objectives. This could involve deciding which departments or processes would benefit most from the CTEM tools or determining the level of threat visibility required. For example, a healthcare provider might prioritize patient data systems for CTEM implementation due to their sensitivity. In the aftermath of security incidents, IT leaders have been proactive in taking measures to mitigate future risks. Our research has identified five leading actions that occur in response to a challenging security incident. The most common action, as reported by 50% of participants, is to enhance protection. This is followed by improving technology, which was reported by 33% of participants. A review of the situation was undertaken by 24% of participants, while better detection and new investments were reported by 19% and 17% of participants, respectively. This data underscores the need for enterprises to adopt an integrated tool that can predict and automate threat detection and response, such as CTEM. The fact that enhancing protection and improving technology are the most common responses to security incidents suggests that enterprises are actively seeking more effective and efficient ways to safeguard their systems. Moreover, the focus on better detection and making new investments indicates a recognition of the evolving nature of security threats and the need for continuous innovation in response strategies. CTEM aligns with these priorities by providing a comprehensive and proactive approach to security management. The next step is to integrate CTEM tools with existing technologies. Factors such as compatibility, scalability and potential impact on system performance must be considered. In a manufacturing organization, for example, the CTEM tools would need to work with the industrial control systems (ICS) and not disrupt their operation. The final step is to train the IT team to use the CTEM tools effectively. This validates that they can utilize CTEM to its fullest potential and respond swiftly to any threats. When evaluating CTEM software providers, there are several capabilities to look for: Real-time threat visibility: This allows for immediate detection and response to potential threats. Automated response capabilities: This enables the system to react to threats even when security analysts are not available. Comprehensive reporting: This provides insights into the threat landscape and the response strategies. Scalability: This ensures that the software can adapt and scale as the enterprise grows and evolves. When interacting with software providers, it’s important to ask about their support services, the frequency of updates and how their approach adapts to evolving threat landscapes. Consider evaluation options, such as a trial period or demo, to assess the software’s fit within the specific environment. Cyber threats continue to increase in complexity and sophistication. It’s imperative for CIOs and IT leaders to enhance their organization’s security posture and consider implementing CTEM software. Several business and technology considerations must be balanced in the strategy assessment and software provider evaluation process. Threat detection and response is one of many cybersecurity topics analyzed in our coverage of Digital Security. In the face of ever-evolving security threats, enterprises need advanced, integrated approaches like CTEM to predict, detect and respond to security incidents effectively and efficiently. This not only aligns with their current requirements but also paves the way for a more secure future. We encourage you to sign up for our Ventana Research community and stay current with security content and analysis from our team of experts. Regards, Jeff Orr", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Navigating_Security_Threats_with_CTEM_Integration.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Jeff Orr", "url": "https://jefforr.isg-research.net/author/jeff-orr", "sameAs": "https://www.linkedin.com/in/jefforr" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "jefforr.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "CTEM: Proactive Security Defense for Business", "mainEntityOfPage": "https://jefforr.isg-research.net/ctem-proactive-security-defense-for-business", "datePublished": "06/03/2024", "dateModified": "06/03/2024", "articleBody": "Cyber threats are becoming more sophisticated and pervasive, posing a major challenge for CIOs and IT leaders. To protect their digital assets and drive business growth, they need a new approach to security: Continuous Threat Exposure Management (CTEM). CTEM software continuously monitors and manages the enterprise’s exposure to cyber risks, enabling a swift and effective response to any security incident. In this analyst perspective, we will explore how CTEM software works, why it is essential in today’s IT landscape and how it can align with broader business objectives. The IT landscape has changed dramatically in recent years, with the adoption of cloud services, the internet of things (IoT) and remote work. These trends have increased the complexity and vulnerability of the enterprise network, creating more opportunities for cybercriminals to exploit. Ventana Research asserts that through 2026, the growth of attack surfaces will lead 3 in 10 enterprises to implement attack simulations and CTEM to prioritize potential threats and remediation activities. Traditional security tools, such as firewalls and antivirus software, are not enough to cope with these challenges. They are reactive, often detecting threats only after they have breached the network. They are also siloed, lacking the ability to provide a comprehensive view of the enterprise’s security status. CTEM software is different. It is proactive, identifying potential vulnerabilities before they can be exploited. It is also holistic, providing a real-time overview of the organization’s exposure to cyber risks across all domains. By using CTEM software, IT leaders can gain visibility, control and agility over their security operations. CTEM software offers a modernized approach that enables CIOs and IT leaders to proactively manage their cybersecurity posture. Unlike traditional security tools that rely on periodic scans, signatures and patches, CTEM software continuously monitors and manages the enterprise’s exposure to cyber risks across all domains, including cloud, IoT and remote work. CTEM software offers several key benefits that make it a viable choice for modernized IT environments: Real-time threat visibility: CTEM software provides a real-time overview of the enterprise’s threat landscape, identifying potential vulnerabilities and threats as they emerge. This allows for immediate detection and prioritization of risks, reducing the window of opportunity for attackers. In contrast, traditional tools such as firewalls and antivirus software may not detect a threat until after it has breached the network, increasing the likelihood of data loss or compromise. Improved response capabilities: CTEM software not only identifies threats but also provides automated response capabilities. This means that CTEM software can remediate or mitigate identified threats without requiring human intervention. This is a significant advancement over traditional tools, which often require manual processes for threat resolution. With CTEM software, the time between threat detection and response is reduced, limiting potential damage and disruption. Enhanced security posture: By providing a comprehensive view of the enterprise’s threat landscape and automating threat response, CTEM software enhances the overall security posture of the enterprise. It enables the organization to proactively manage cybersecurity, rather than reacting to threats as they occur. This proactive approach is more effective and efficient than the reactive stance of traditional security measures, which often result in wasted time and resources. Consolidation of security functions: CTEM software can also consolidate various security functions that might be spread across multiple tools in a traditional setup. For example, CTEM software can integrate vulnerability assessment, threat detection, incident response and compliance reporting into a single platform. This consolidation can simplify security operations and reduce the complexity of managing multiple applications. CTEM is needed in today’s landscape because traditional security measures are not enough, and cyber threats are constantly evolving. By providing real-time threat visibility and improved response capabilities, CTEM tools enable organizations to proactively manage their cybersecurity, reducing the risk of costly data breaches. This not only enhances their digital security posture but also aligns with their business objectives by minimizing downtime and ensuring business continuity. 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