Digital Disruption is Gonna Get You Unless You Prepare Your Brand Now

Disruption surrounds the marketplace. As companies face disruption in their industry, the race to stay ahead of or beat the competition is quickening. Software is one of the ways companies competitively automate, manage and analyze business processes, data and content and scale operations. And to successfully compete in this increasingly digital world, enterprises need to transform slow, error-prone operations from manual, analog processes to automated digital workflows and document generation.

However, as various departments in companies buy software applications, often the lines of business are choosing the best of breed solutions and platforms which don’t necessarily easily integrate with each other or the main IT systems. This results in companies having many separate software systems. With people distributed over large geographies, it can be difficult to coordinate work across the business and thus defend against competitors.

While obtaining the right software for each department and use case is important, this often leaves the organization without a way to easily connect the work flows across departments and lines of business to get the return on investment. What is the key to winning the digital transformation race? A digital business process flow platform.

Businesses that drive process efficiency and effectiveness across desperate software solutions and across every aspect of their business will be uniquely qualified to position themselves to exceed and excel. To do this, companies need a platform to digitally integrate, sync and create sophisticated business processes independent of the variety of different software solutions throughout the various departments in a company.

The issue is however, not just to connect SaaS applications, but to also provide process automation to make sure the processes from each of those applications work together well. Without a digital workflow and content automation (WCA) platform and corresponding analytics, it can be very difficult to make sure the investments the organization has made in separate software solutions are actually returning the investment. Nintex does just that.

Competitive Positioning

Nintex’s key differentiator is they offer a digital transformation platform comprised of Nintex Workflow Cloud and Nintex Hawkeye. The host of Nintex’s digital SaaS connectors allows clients to rapidly build and deploy a digital workflow and content automation (WCA) and cloud transformation platform without having to write code. The business result is the ability to acquire customers faster, increase the pace of innovation, as well as control and manage expenses. The platform allows organizations to automate their business processes quickly and easily. And the drag and drop interface encourages quicker adoption of the Nintex solution. Importantly, any workflow automated with Nintex Workflow can be deployed to native mobile platforms (Android, iOS and Windows) in a rapid and simple manner.

The Nintex platform automates processes on and between enterprise content management systems and collaboration platforms, connecting on-premises, cloud workflows and mobile users. Two hundred of the Fortune 500 companies use Nintex, including more than 7,000 public and private organizations in 90 countries, running millions of workflows daily.

For companies that are not ready to move everything to the cloud, Nintex also allows companies to create workflows that stretch across both cloud-based and on-premises systems and services, to distribute work to multiple sites for multiple purposes and move data and workflows to the cloud when they are ready.

Nintex’s overall power is as a Digital Business Platform (DBP). Nintex combines powerful Workflow and Content Automation (WCA) capabilities in one platform. (Editor’s Note: WCA is an emerging technology category that consolidates the legacy technology markets of Business Process Management (BPM) and Customer Communications Management (CCM).) Nintex offers advanced WCA for its easy-to-use workflow and document generation capabilities and workflow analytics (workflow process intelligence).

Target Markets and Industry Vertical Solutions

Target markets include Communications and Media, Education, Financial Services, Government, Healthcare and Life Sciences, Legal, Manufacturing, Professionals Services, Retail Services and Technology industries. Nintex solutions are designed for a range of lines of business within organizations, including Sales and Marketing, Finance, Human Resources, IT and Administration, Customer Service, Field Service and Safety.

High-payback document processes that are faster to implement with a system like Nintex include those in Table 1, customer-facing processes as well as back-office processes (see Table 2a and 2b.) What’s important to note is that the implementation timeframe and costs are fractions of a traditional enterprise-level IT system and instead of using a single, formal, top-down development effort, they are evolved with rapid iterations. This takes a page out of the lean-process, design-thinking community, where rapid iterations and pivoting is key to success and gives large organizations not used to the start-up mentality the edge to be more competitive, quicker.

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Customer References

In speaking to Nintex customers our research found that many of the gains came from having an easy way to process and execute their digital transformations. This might include moving to the cloud, reducing the number and complexity of workflows like creating and approving a press release, signing and approving contracts, reducing resources and reassigning them to more important jobs as well as reducing the number of software applications used by the company.

The savings in time for enhanced workflows advanced the company’s position in the marketplace, allowed them to get to market faster and beat the competition. In addition, IT departments were able to be more focused on the needs of the business versus being taxed with the maintenance of many separate software applications. These typical IT responsibilities took IT’s time and focus away from the direct needs of the business. By implementing Nintex, the relationship between the lines of business and IT were greatly improved. With the ever changing dynamics in IT, the IT department needs to be highly agile and flexible in the solutions they provide for the business. Nintex provides IT with what they need to deliver to the business. This makes IT more relevant than ever, which is especially key when many lines of business are buying their own software. Now, more than ever, IT can play a key role in the success of the business.

Are you looking to digitally transform your business? Have you determined which processes are slowing the digital transformation of your business? And do you have a solution to take those manual, error-prone processes and digitally enable them? This report will help you in choosing a vendor that can help you with just that.

@DrNatalie Petouhoff, VP and Principal Analyst, www.ConstellationR.com

Covering customer and employee applications that empower digital workplaces

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What’s a Key Part of a Digital Transformation? Digital Workflow

As companies take on digital transformation for real, they need to consider the people (their skills and backgrounds), the processes (has the brand made them digital or they still doing things on spreadsheets?) and the technology (to enable the company to be more digitally oriented.)

That all sounds easy, but it is only if a company uses a digital business platform that enables an advanced,  easy-to-use workflow and document / content generation and automation capability; Workflow and Content Automation (WCA) capabilities that improve the way people work digitally. This type of software needs to enable point and click workflow automation to handle everything from basic business functions to company-wide processes with a few clicks.

But in addition to WCA, the digital business platform also needs to have analytics. Why? Because the business will want to monitor the workflows and determine which ones are working well and which processes still need improving. (Most of the time companies don’t look to see if a process they have implemented is effective or efficient.) For example, let’s say you wanted to see how well your expense claims process was working. In the figure below, Nintex Hawkeye is used for expense claim processing;  to look claims  submitted and service level agreement infringements data to sharing among the management to increase the effectiveness and efficiency of the expense claim process.

Dashboard for Expense Claims Submitted

Dashboard for Expense Claims Submitted

Not only can a company automate a workflow digitally, but they can also monitor, capture and share the process performance for expense claims. The company can see number of claims submitted (677), the amount of expense claims submitted ($1.41M), the average expense claim amount submitted ($2.08K) and what the SLAs infringements were (1996). They can also see how the average expense claim is rising in cost each year (bar chart) and the departments who are submitting the expense reports (the circle graphic.) In this one simple example, a company can take what used to be a manual or somewhat manual process and make it completely digital as well as provide analytics around how well the process is working.

Nintex’s intuitive user interface eliminates the need for complicated coding and training for the lines of business, system integrators, and IT departments as they pursue digital transformation. In addition, the workflow analytics allow companies to more effectively optimize workflows across organizations, be more productive and intelligent, correct ineffective or inefficient workflows, and thus increase revenue as well as decrease costs.

In evaluating the value of digital transformation software, it is important to look at departments that drive revenue and affect customers. High return on investment (ROI) use cases are processes that involve content (documents, forms, records, etc.) for which requests for further automation and process improvement may take a long time for IT to accommodate. (IT has a lot on their plate and what seems to the business as a simple change, could take IT much longer without a digital business platform.)

To successfully compete in this increasingly digital world, enterprises need to transform their slow, error-prone operations from manual, analog processes to automated digital workflows and document generation. As companies consider their journey to a digital workplace, they will need to consider how they are going to transform all their processes that were once done on paper or in spreadsheets, to a fully digital process. A digital business platform is a great place to start. For more on this report, please click here.

@DrNatalie Petouhoff, VP and Principal Analyst, www.ConstellationR.com

Covering-customer and employee-facing applications that make employee and customer experiences better

 

 

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Atlassian acquires Trello for $425M: Will It Remain Free?

As most acquisitions start out with the “ideal” that the product will remain pristine and nothing will change – it will be interesting to see if the acquisition of Trello by Atlassian will be the norm or the exception. From a business point of view Atlassian paid $425M, so they will want their investment to pay off.

What’s interesting in today’s world is that instead of putting a bunch of developers in a room to develop new software, companies like Atlassian, instead buy a company. This is truly an emerging strategy in product development and one that makes sense with respect to acquiring best of breed. We hope that Atlassian will keep its word and Trello will remain free. Proof is always in the pudding.

Often the story during the press release phase is that “The original folks are going to run it, not the new company!” “Things will stay the same.”

WhatsApp and Waze are both pretty good examples of high profile acquisitions. It’s generally unlikely that it will be the executive team from any start-up that ends up sticking around past whatever agreement they signed with buyer. There’s generally some “golden seatbelt” that requires the start-ups executives to stay for a particular period of time. And once that time is up, its not unpredictable that they leave that because they are “start-up” personalities – meaning they like the start-up phase and not so much the growth and maintenance or innovation phase of a company because their jobs will change and hence their interest.

It really takes four types of entrepreneurs/management to make a start-up successful. First the the start-up folks who like the beginning, ideas flowing, do a lot with a little, the adrenal of “can we do this?”

Second, to have a company grow, it takes people who are really good at R&D and growth strategies, which different often greatly from start-up strategies and tactics.

And third, there are the maintenance executives who are really good a making a company run like a well oiled machine; again very different type of personality traits are required for this.

The fourth stage is now required (it had not been as much a part of management theory in the past. But with technology changing so rapidly, innovation to stay relevant and on top requires people to look outside their comfort zone and understand what’s coming next and how can they innovate and transform their company.) Otherwise the company becomes a dinosaur and dies. We’ve seen plenty of that happening to the likes of Tower Records, Circuit City, etc..

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We all have our beloved start-ups. And many of us have been part of start-ups. What’s true is that we all hope nothing will change. What is also true is that it takes a lot of effort to go beyond the start-up phase into the growth, maintenance and innovation phases. People get tired; they want their initial investment to pay off; and they truly like doing what they do best. And it may not be the other phases of what a company goes through. It’s not fair to ask people, however idealistic it is, to do things they don’t enjoy or are not good at.

Will Trello stay the same? Or will it change as many other acquisitions have, as they got bought or swolled up, and give into the reality of the phases of what it takes for an initial idea to grow into a company? Only time will tell.

@DrNatalie, VP and Principal Analyst, www.ConstellationResearch.com

Covering customer-facing applications and innovation

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New Report: Neuroscience Proves Customer Experience (CX) Isn’t Just Fluff

What’s the Importance of CX? There’s a lot of talk about creating a great customer experience. Seems the world has gone from being concerned with CRM to customer experience. And every vendor is talking about it- whether its a marketing vendor, customer service vendor, mobile vendor…. What I wondered was what scientific data is there to help prove that customer experience wasn’t just a fluffy initiative that was the next fad. From being a customer myself (we all are) I found that intuitively I know that the type of customer experience I have and others have does make a difference in our opinion about a brand. It changes whether we want to interact with them again, whether we purchase from them, whether we become a loyal customer bringing repeat business and whether we make positive remarks to our friends and family as well as what we post in social media. Social media carries more weight that most realize because while most people won’t post a response, they will read it. That’s the 1-9-90 rule, where ~1% of the people post, ~9% respond to the person who posted and ~90% just read the post, but don’t respond. 90% of my 58,000 followers on Twitter is 52,200 people.  Even if not all of them see a post, it’s still a lot of people.

The Science of Flow That Makes Up Customer Experience. Noted psychology researcher and writer Mihaly Csíkszentmihályi observed in 1998 that people who perform seamless, sequence-based activities regularly are happier than people who do not. He coined the term “flow” to describe this behavior. However, instead of offering smoothly sequential flows, websites and mobile applications often experience lag, downtime, and restarts. At the same time, customers’ flow-oriented brains simply are not wired to deal with poor digital interactions. As a result, when the customer experience is poor, they leave the site and go to a competitor’s that has optimized both their IT and CX metrics so the experience does flow well. Science has shown the business need for great customer experiences is a fact, not a myth.

The Neuroscience of Customer Experience. It can be tempting to label customers picky and impatient, but there’s a wealth of research on what happens to customers on a neurological level when they are forced to deal with slow or interrupted processes. Impatience is an indelible part of human circuitry. Brands must recognize that the hardwiring of customers’ brains and their neurological desire for flow and ease of use are part of their expectations. Companies must come to terms with the economic imperative of the customer experience or risk losing customers to the competition.

Based on neuroscience, the facts about human perception and response times have been consistent for more than 45 years. They are hard-wired into the brain and are consistent regardless of the type of device, application, or connection a customer is using. That’s key to understanding where customer expectations come from. It is critical to determine how a brand’s web and mobile sites compare to customer expectations as well as to benchmark against CoIT applications, competitors or even non-competitors who have a great customer experience.

Customer Expectations Mean Business. In Robert B. Miller’s 1968 paper, “Response Time in Man-Computer Conversational Transactions,” he found that people have always been most comfortable, efficient and productive with response times of less than two seconds. Since 2006, what has changed slightly is that the average online shopper expects pages to load in four seconds or less. Today, 49 percent expect page load times of two seconds or less and 18 percent expect pages to load instantly. While optimizing every aspect of a brand’s digital assets to meet an “instant” expectation is a laudable goal, organizations simply may not have budgeted the resources to achieve this goal. Digital experience maturity, however, provides teams the ability to identify the interaction points in the digital customer journey most sensitive to improvement. As a result, they can maximize return on performance investment and include this in the budget and resource planning.

Fast websites create satisfied users who are more likely to follow “calls to action” to register, download, subscribe, request information, or purchase. On the other end, unsatisfied users, which could include those who experience a mere two-second slowdown in web page load time, make almost two percent fewer queries, nearly four percent fewer clicks, and report being significantly less satisfied with their overall experience. Worse, they tell friends about their negative experience. With the word-of- mouth that social media networks provide, brands need to heed the seriousness of positively differentiating the brand’s customer experience.

Want more information on this new report? You can find it here.

The neuroscience of customer experience @drnatalie petouhoff

@DrNatalie Petouhoff, VP and Principal Analyst, Constellation Research

Covering Customer-facing applications that make great customer experiences

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2015 Cars Online “The Selfie Experience” Study by Capgemni

As the connected customer experience continues to evolve, Cagemini today released the 16th annual global automotive study, The 2015 Cars Online “The Selfie Experience”. Phones have become “the” selfie device, now this study shows consumers want that same personalized experience as a segment of one. Something that can be difficult to pull off in real-life, customers expect seamless communication over all channels, including both physical and digital touch-points. In this study, over 7,500 consumers who were were “in-market”– planning to buy or lease a car in the next 12 months participated. The study spanned the globe, including Brazil, China, France, Germany, India, the United Kingdom (UK), and the United States (US).

So what do consumers want in terms of a personalized customer experience? The study showed:

  • A wider variety of online sources are utilized when choosing a car, with dealer/manufacturer websites (49%), search engines (43%) and traditional dealerships (48%) now supplemented by web forums (19%), social media pages (12%) and smartphone apps (9%)
  • The use of more varied and non-traditional online information sources is particularly driven by the Asian markets (India/China), where 80% are significantly influenced by positive social media comments.
  • The physical dealership still plays a critical role for consumers, with 95% visiting one or more dealerships before purchase as people still want a tactile experience when buying a car.
  • Consumers want instantaneous personalized online services when buying a car and for post-sale experience too, where 95% expect a response to requests within 24 hours; for growth markets, 69% want one in less than four hours.

While consumers desire more personalized on and offline services, 45% have concerns over data privacyThere is a strong correlation between customer satisfaction and loyalty particularly for dealers:

  • Only 10% of customers, not satisfied at all, say they would likely or very likely buy their next car from the same dealer.
  • 87% of highly satisfied customers would purchase the same brand again and
  • 85% would buy from the same dealer.

In addition, customer do want a seamless experience across the lifecycle of buying a car.  the study showed that there is much for OEMs to think about, including:

  • New entrants are a real threat – One-half of customers are interested in buying a car from a tech company like Apple or Google.
  • Customers expect more and more from OEMs and dealers – When they’re talking to a dealer about buying a car, they value technical expertise rather than a pure sales approach.
  • During ownership, customers want more and better contacts – They want more explanations about (for example) technology and how to use it, together with offers that are relevant to them.
  • Satisfaction is not enough – When it comes to repurchase, high levels of satisfaction are needed to create strong feelings of loyalty towards a manufacturer or dealer.

MY POV: The customer experience is something that customers want and have wanted it to be personalized, special, consistent and relevant. That’s always been the case. And we finally have technology that can deliver a more seamless, consistent and personalized experience.

The bigger issue? The internal structure of corporate America. It has developed into silo’d departments not used to collaborating or having each other’s back. But that has got to stop and stop now. Why? As I speak to customers, I see two types of leaders. In one segment of leaders, they are doing the same thing they did 20 years ago. They aren’t disrupting their silo’d organizational org chart, departmental separations or if they are doing something along these lines, it’s mostly lip service.

And then there are the leaders that truly get what has happened to the world. It had been stood on it’s head. It’s changed and changed a great deal. It takes a while sometimes for these things to show up on the bottom-line, it will.

And for those leaders and their companies that “get” what is happening to the customer experience via the digital disruption, they will make it through this major transition in corporate operations. The others? They will wake up one morning and all (or most) of their customers (and revenue) will be gone and they won’t have any idea what happened. But they can look back at this blog post and see that there was a weather bell that rang to give them a warning that one thing is for sure: Things are going to change and change they have.

Which camp is your company in? The ones that get the value of the customer experience or the ones that think it’s all fluff and silly kumbaya?

@drnatalie

VP and Principal Analyst, IOT of Customer Experience, Constellation Research

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3scale and Pivotal® Announce Self-serve API Management Solution Via Pivotal Web Services (PWS) Platform

Managing your API’s has become a very complicated endeavor. If your role to is manage API’s it’s important to figure out how to automate that process. Today 3scale and Pivotal®  announced that the 3scale self-serve API management solution is available through the Pivotal Web Services (PWS) platform. API providers hosting their APIs on Pivotal Web Services will be able to easily take advantage of 3scale’s self-serve API management capabilities by provisioning 3scale accounts directly from the PWS marketplace. The joint offering is available now at https://console.run.pivotal.io/marketplace.

What this means to brands: There so much that brands and companies need to pay attention to in this digital landscape. Reducing the effort required to manage API’s can be keep to using resources in other ways that are not as easily automated. Pivotal Web Services, the public platform-as-a-service (PaaS) offering, powered by Pivotal Cloud Foundry®, provides a cloud platform that is designed to reduce operational complexity such as update/deployment management, availability and scalability. 3scale provides API providers with ready infrastructure for rate limiting, security, analytics and load balancing for their APIs as well as a dedicated developer portal to simplify API consumption by developers, customers or partners. This integration is designed to allow joint customers to focus on rapidly delivering differentiated business value while delegating complex API management and operational concerns to 3scale and PWS respectively.

“Pivotal Web Services is quickly becoming the destination for smart developers looking to move fast and offload operational concerns to the underlying cloud platform,” said Steve Willmott, CEO at 3scale. “As API’s gain greater traction 3scale is pleased to join the PWS marketplace, allowing API providers to quickly and conveniently access the 3scale API management solution.”

“Our customers require innovative platform capabilities and services that enable greater agility so that they can move fast and capture fleeting market opportunities,” said James Watters, vice president and general manager of the Cloud Platform Group at Pivotal. “This integration with 3scale will allow them to easily use a feature rich, innovative API management solution to test, deploy and scale their APIs quickly.”

With digital business and digital disruption comes complexity. However, solutions to manage that complexity are evolving. Every company that wants to be around in the next 5 years has to figure out not only how they are going to manage their own digital transformation, but what parts of it can they automate. This solution is an interesting answer to part of that automation.

@drnatalie

VP and Principal Analyst, Covering Customer Facing Application That Create Better Experiences Using Data and IOT

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Apply for a SuperNova Award – Become a Recognized Leader in Digital Business

Often times the people who are really transforming the company via digital business are not recognized by the rest of their organization because not everyone gets the importance of what the digital disruption and digital business is about. But one way to get recognition is to tell your story of what you and your group has accomplished via Constellation Research’s Super Nova Awards.

Every year the Constellation SuperNova Awards recognize eight individuals for their leadership in digital business. Nominate yourself or someone you know by August 7, 2015.

connected enterprise super nova awards

The SuperNova Awards honor leaders that demonstrate excellence in the application and adoption of new and emerging technologies.  In its fifth year, the Constellation SuperNova Awards will recognize eight individuals who demonstrate true leadership in digital business through their application and adoption of new and emerging technologies. We’re searching for leaders and teams who have innovatively applied disruptive technolgies to their business models as a means of adapting to the rapidly-changing digital business environment. Special emphasis will be given to projects that seek to redefine how the enterprise uses technology on a large scale. Is that you?

We’re searching for the boldest, most transformative technology projects out there. Apply for a SuperNova Award by filling out the application here:
SuperNova Award Categories
Here’s the various categories you can enter:

• Consumerization of IT & The New C-Suite – The Enterprise embraces consumer tech, and perfects it.
•  Data to Decisions – Using data to make informed business decisions.
•  Digital Marketing Transformation – Put away that megaphone. Marketing in the digital age requires a new approach.
•  Future of Work – The processes and technologies addressing the rapidly shifting work paradigm.
•  Matrix Commerce – Commerce responds to changing realities from the supply chain to the storefront.
•  Next Generation Customer Experience – Customers in the digital age demand seamless service throughout all lifecycle stages and across all channels.
•  Safety and Privacy – Not ‘security’. Safety and Privacy is the art and science of the art and science of protecting information assets, including your most important assets: your people.
•  Technology Optimization & Innovation – Innovative methods to balance innovation and budget requirements.

5 reasons to apply for a SuperNova Award:
Wondering why you would want to apply – one of the biggest reasons is to get third party validation on the amazing work you are doing. Sometimes it takes outside recognition to get the internal respect for what you are doing. Here’s some more thoughts on that:

• Exposure to the SuperNova Award judges, comprised of the top influencers in enterprise technology
• Case study highlighting the achievements of the winners written by Constellation analysts
• Complimentary admission to the SuperNova Award Gala Dinner and Constellation’s Connected Enterprise for all finalists
(November 4-6, 2015) lodging and travel not included
• One year unlimited access to Constellation’s research library
• Winners featured on Constellation’s blog and weekly newsletter

Learn more about the SuperNova Awards. 

What to expect when applying for a SuperNova Award. Tips and sample application. 

Looking forward to see you at Constellation’s Connected Enterprise this fall – Nov 4-6th in Half Moon Bay at the Ritz Carlton!
@drnatalie
VP and Principal Analyst Covering Customer-facing Applications To Create Great Customer Experiences Informed by Data and IOT
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The Digital Disruption: Is Your Brand Ready?

Many clients ask about what all the fuss is about the digital disruption; why do I need to be concerned about this? Is this really new? Haven’t we been dealing with this for a while. And the answer, at least in my opinion, is that most brands have missed the point of the digital disruption. Many think it’s about having a Facebook Page or a Pinterest account or counting the number of “Likes” they have or improving the SEO on their website or the content….

The digital disruption is really a new way to approach business. It incorporates some tried and true business concepts like, “Listen to your customers” — only now you really have to do it and not give it lip service. The consequence of not “listening” could be a failed PR campaign or some other rumor or issue — that gets picked up in social, gets posted about on blogs and reviews sites (digital) and becomes a trending, online topic. Listening in this context means using some sort of online listening tool. That’s only part of the tactics of it. But it also means listening to what your contact center agents are hearing about your products and services, taking survey’s and focus groups seriously… It means listening to your customers and your employees and then taking action.

And once you have that feedback, it’s really about doing something about it – whether it’s improving the product or the service or both. It’s really about changing how you do business. And in a world that is now very transparent (meaning that when a company doesn’t respond, an online and offline conversation starts and as we know from the book, the Cluetrain Manifesto, markets are conversations.) What people think and say about your company can determine the success or failure of the brand. Edward Deming spoke about this back in the 1950’s, only what they now call listening back then was quality control. Nobody cared much for it back then. At least not in the US. Japan did take Deming’s teaching to heart and transformed how they did business. And that’s what everyone needs to do now.

So if you want to learn more about businesses that are doing this and what you can start thinking about if you have not already, you can come here a distinguished group of people speak about it in San Francisco, May 4 at the W at 181 3rd St, San Francisco, CA 94103. If you are wondering who should attend, here’s a short list below – and if this conversation is appealing to you – you’ll find many more like-minded people there to hang with… people that want to talk more about this topic include:

  • Innovation-minded business and technology executives
  • Corporate strategy and development executives
  • Board members seeking input for annual planning
  • Executives who use disruptive technologies and digital business models

Space is limited. Complimentary seats are reserved for qualified executives and typically include Directors and above. and others are included at Constellation Research‘s discretion. The event hours are 2:30 pm – 8:00 pm. And the event is powered by the Constellation Executive Network. You may want to make reservations!

Hope to see you there! I’ll be speaking!
@Drnatalie

VP and Principle Analyst, Constellation Research

 

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