Forrester

Forrester is delighted to announce the opening call for our annual Security & Risk Enterprise Leadership Award. This award recognizes organizations that have transformed their security, privacy, and risk management functions into capabilities that fuel the organization’s reputation for trust and its long-term success. In this era of volatility, a reputation for trust is essential. Our award is unique because it: Celebrates the organization, not a single individual. Elevating security, privacy, and risk across the organization takes an entire team committed to having a strong vision and seeing it through. This isn’t an award that one CISO, CPO, or CRO can win on their own. It’s about the efforts of the entire organization. Rewards organizations for their impact on the business. We know from our research that trusted organizations have higher potential and success. This is why trust is a core principle of Forrester’s high-performance IT approach. It’s also why this award isn’t an assessment of an organization’s security posture, controls, or certifications — these are table stakes. Instead, our award recognizes those teams that build trust deliberately with: 1) customer experiences that are secure, private, and resilient by design; 2) employee practices that both protect the organization and help it succeed; and 3) partner ecosystems that unlock innovation without exposing the organization to unnecessary risk. Recognizes that no organization is perfect. No organization is immune from breaches, privacy missteps, or outages. We encourage organizations that have faced crises in the past, and that have implemented the learnings from those events to improve their organizations, to apply and share their lessons. During the last 20 years, security, privacy, and risk have all become board-level priorities: Expanded influence, budgets, and teams have followed. We’ve made progress, but we can still do more and we must do more, especially when unprecedented AI-led tech disruption, global volatility, and economic uncertainty are increasing risks from malicious deepfakes, nation-state attacks, insider threats, and privacy abuses. These awards not only celebrate the organizations pushing the industry forward; they showcase to the world the critical importance of security, privacy, and risk management to every organization’s reputation for trust and, therefore, their success. Who Should Apply? Nominations for Forrester’s Security & Risk Enterprise Leadership Award are open to organizations with 1,000 or more employees in both the public and private sectors, from anywhere in the world. High-tech service providers that compete in these markets are excluded, but they can nominate clients (with those clients’ permission, of course). If you’ve experienced a crisis (a breach, outage, compliance fine, or privacy abuse) recently, we still encourage you to apply, especially if you have insights to share about how your organization handled the crisis and what you learned from the experience. Last year’s winner for Forrester’s Security & Risk Enterprise Leadership Award was Schneider Electric. Schneider Electric stood out for its holistic approach, which includes a Trust Charter, a dedicated Trust Center, and the integration of Zero Trust principles. The company’s commitment to embedding security into product development, investing in talent development, and conducting global cyber crisis simulations further solidified its leadership in the field. You can find more information about the award categories, plus the detailed submisstion package and instructions, here. Submissions close on July 23, 2025, and we’ll notify finalists in August. We’ll then announce finalists and award recipients ahead of Forrester’s Security & Risk Summit in North America. The award recipients will join us at the Summit and get on stage to receive and celebrate their award during the event, which will take place in Austin on November 5–7, 2025. source

Cloud vendors are focusing on bringing AI solutions to their customers in ways that address sovereignty concerns rising from the mounting geopolitical instability globally. Just in the first two weeks of April, we have seen this at KubeCon Europe 2025 and at Google Cloud Next 2025 in Las Vegas. In this context, the UK-based GPU cloud services startup NexGen Cloud has recently secured $45 million of Series A funding to bolster its AI infrastructure platform for European enterprises. The company rents space and power in established data centers, enabling customers to secure time on GPUs and offering AI workload support on dedicated virtual machines within the local data centers to address data security concerns. This “GPU as a service” model has the potential to change the AI infrastructure landscape in Europe. Europe-based GPU resources enable sovereign AI cloud infrastructure. The AI race is led by non-European companies. In 2024 and continuing into 2025, there has been intense competition between AWS, Google, and Microsoft, centered around AI. Having local options for GPUs mitigates European dependencies on US big tech and paves the way to AI cloud infrastructure sovereignty for European organizations. Companies can stop harvesting GPUs and start consuming them on demand. In the last two years, organizations have been piling up GPUs in reaction to the scarcity issues, with the collaboration between Microsoft and OpenAI, featuring ChatGPT and Copilot technologies, triggering a surge in demand for NVIDIA GPUs. Having GPUs available on demand can bring increased availability, more efficient budget allocation in AI infrastructure spending, and higher utilization of the chips. Organizations can refocus their investments. Cloud providers are investing billions of dollars into the promising AI opportunity and aiming to acquire or develop AI chips that can handle the extensive computational requirements of large language models. Even leading European public cloud vendors, however, have limited capabilities compared to hyperscalers and global cloud vendors. With GPUs available on demand, European organizations can leverage GPUs at scale for AI workloads while freeing up capital to sustain other investments. Reach out to Forrester to schedule an inquiry to help guide your sovereign AI cloud infrastructure initiatives or to dig into this announcement. source

In conversations, retailers tell us that they’re losing site traffic — anywhere from 15% to half over the past year. Reasons vary: One retailer asked us how to adapt to AI-integrated search, attributing their fall to conversational search features like Google’s AI Overviews displacing clicks that would, pre-ChatGPT, have landed on their site. Another attributed their site traffic’s decline to a powerful confluence of shifting search behaviors, macroeconomic uncertainty, and consumers’ persistent fickleness. These retailers, along with many like them, are on to something. Site traffic (and sales) are falling because: AI-integrated search facilitates zero-click searches. Conversational search features like Perplexity’s benefit consumers at retailers’ expense. Thirty-seven percent of consumers surveyed in Forrester’s Market Research Online Community already use conversational search features whenever they can. Scores of shoppers across America discover, compare, and commit to products and services without clicking through to retailers’ sites. As conversational search progresses to agentic search, where bots become sites’ main visitors, site traffic will fall further. Boycotts are impacting traffic and spend. Google Trends shows that the term “Target boycott” first spiked in popularity at the end of January, when Target announced the rollback of its diversity, equity, and inclusion initiatives. Retail Brew reports that Placer.ai data shows that Target’s year-over-year weekly foot traffic is down as much as 8.8% and was down the week of March 31 for the ninth week in a row. The terms “Amazon boycott” and “Walmart boycott” are spiking, too. Walmart CEO Doug McMillon stated that customers are exhibiting “stressed behaviors,” which has already cut more than $20 billion from the company’s valuation. US consumers are cautious due to economic uncertainty. Other movements such as “no buy 2025” are also limiting retailers’ traffic. US retail and food services sales were up slightly in February of this year (3.1%) versus the previous year, but the increase is almost equivalent to the rate of inflation over that time (2.8%). Consumers aren’t necessarily purchasing more, but they’re paying more. What to do about it: Play to your strengths. Market the areas of your assortment that are less commoditized or more essential to consumers. Do you have products “made in the USA”? Are you the exclusive distributor of certain product lines? Shift your focus to goods that are essential, specialized, or less competitive. Rethink search marketing measurement. The days of goaling search marketers on increasing traffic are over. Focus less on ranking, average position, and clickthrough rate. Measure search engine results page saturation, brand visibility, share of search, and share of web. Maximize real estate across search experiences by developing increasingly specific content, doubling down on E-E-A-T (experience, expertise, authoritativeness, and trustworthiness) and upskilling SEO. Incentivize the win-win. Do some payment methods cost you less to process? Incentivize those — including cash. Make them more appealing by passing on discounts to consumers who use those methods. (Shout out to Lily Varon for this tip!) Are some fulfillment methods less expensive for you? Incentivize those — including customer pickup. Offer quick turnaround (such as providing same-day pickup if consumers order by a certain time) and make sure the curbside, locker, or in-store pickup experience is fast and easy. If you can skip fulfillment and shipping costs, share the benefits with customers. Dial back genAI if the short-term impact isn’t clear. This one is controversial, we know. Where else in commerce tech is anyone talking about less AI?! But … it’s expensive. While many retailers try to justify retaining their tech, vendors will have to provide cost concessions to win retention. Throttling down (but not eliminating) the use of genAI is one way to manage costs at a time when cash flow is in sharp focus. And remember, you don’t have to go it alone. We’re here for you. Book a guidance session with Nikhil Lai for your performance marketing (including SEM and SEO) needs and Emily Pfeiffer for your commerce, site search, and order management questions. source

Feature management and experimentation is a broad set of capabilities that spans both software delivery and product management. With feature management, engineering teams can engage in the practice of progressive delivery wherein features are deployed with flags turned off, tested in production, and then gradually turned on to a progressively larger audience of users until the new feature is completely released. This mechanism can be used for new features, but the most common use case is safely managing continuous updates. Experimentation has a different purpose. Product managers use experimentation to run A/B tests to compare two similar products in production with KPIs such as engagement, return visits, sales, size of shopping carts, or telemetry on how quickly a user can complete a task. The combination of feature management and experimentation has been good for product teams. More often than not, however, feature flags are the domain of developers and experimentation is the domain of product and marketing. This is causing a shift in how the two roles are being served. For feature management, developers are the primary persona and, as such, look to feature management capabilities as an alternative and/or compliment to traditional test-in-production techniques such as blue-green and canary testing. This enables additional mechanisms to release new code into production. The developer persona views a feature management system almost as if it were part of the application architecture or infrastructure. For experimentation, a growing use case is personalization. The advent of AI is enabling experience designers to deliver experiences that are based on user behavior. The capabilities for A/B testing are there, but they serve a more sophisticated purpose: to tailor the experience to the user’s needs. This is not the realm of developers — it belongs to sophisticated experience designers who work with social science and marketing experts to create experiences that drive product usage and retainment. This brings us to the future of the Forrester Wave™ covering feature management and experimentation. It straddles two very different personas and two distinctly different use cases. The evolution of these two use cases is occurring rapidly but separately. For feature flags, it’s happening in integrated DevOps platforms and best-of-breed tools. For experimentation, it’s happening in experience design suites. While there are excellent vendor offerings that continue to serve both use cases, by and large, these use cases are being served by separate technology markets. For these reasons, we are retiring the Forrester Wave for feature management and experimentation. We will continue to cover elements of it in other Wave evaluations. To gain buyer insight when shopping for feature management capabilities, consult our upcoming Wave on DevOps platforms. To gain buyer insight on experimentation capabilities, check out our Wave on experience optimization solutions. To ask me questions about this change, clients can schedule an inquiry or guidance session with me. source

The cost of doing business is now a moving target, adding more complexity in an already challenging business environment. US businesses continue to grapple with costly consumer touchpoints and a myriad of challenges to run and grow effectively and profitably. With market volatility permeating global markets, including the threat of retaliatory tariffs, now is the time to deliberately review and expand your commerce strategy to fight growth stagnation in 2025. Our new research on the future of commerce is based on both data and many executive interviews across retail, hospitality, automotive, travel, technology vendors, and service providers. From this research, we see three distinct and emerging commerce strategies to guide leaders amid volatility — distributed, dynamic, and intelligent. We see that: Converting a consumer is hard — and in 2025, even more factors impact a purchase. Consumers making a purchase still consider the total cost of that purchase — but core consideration factors also include convenience, product sentiment, brand resonance, and even culture and community. And that’s true across consumer cohorts from Baby Boomers to Gen Alphas. Social commerce, marketplaces, and genAI are growing, with content and data as the foundation. Among US online adults, 33% say that social media influencers are the primary way that they discover new products. Simultaneously, shoppable media is winning the attention race with younger consumers, fueling “shopping roulette.” Distributed and dynamic commerce strategies have already begun generating the content and data that will power future-state intelligent commerce. Business and consumer agents are beginning to power next-gen commerce. If Amazon’s recent “Buy for Me” shopping agent is any indication, consumer and business agents are already beginning to complete discrete tasks and tangentially impact product discovery and selection by removing friction in today’s digital experiences. Intelligence, however, is a lot more than completing individual tasks; rather, it is the synthesis of information from multiple sources to make decisions and take action correctly. There’s much talk today about agentic AI — and there will be more AI innovations tomorrow. As these innovations proliferate in the market, commerce leaders must develop an intelligent commerce strategy with today’s distributed content and dynamic datasets that can evolve and adapt over time. This strategy will be your bedrock for competitive advantage as digital commerce scales across touchpoints in the coming years. What do distributed, dynamic, and/or intelligent commerce strategies look like for your business? Let’s talk! If you are assessing new commerce strategies for your business, please get in touch with us — Forrester’s commerce team — for an inquiry or guidance session to explore the right strategy and tactics for your business. source

Today, beneath the headline-grabbing reports of geopolitical and geoeconomic volatility, a significant and consequential transformation is quietly unfolding in the public sector: a shift underscored by the change in US federal AI policy marked by Executive Order 14179 and subsequent Office of Management and Budget memoranda (M-25-21 and M-25-22). This policy decisively pivots from internal, government-driven AI innovation to significant reliance on commercially developed AI, accelerating the subtle yet critical phenomenon of the “algorithmic privatization” of government. Historically, privatization meant transferring tasks and personnel from public to private hands. Now, as government services and functions are increasingly delegated to non-human agents — commercially maintained and operated algorithms, large language models, and, soon, AI agents and agentic systems — government leaders will have to adapt. The best practices that come from a decade’s worth of research on governing privatization — where public services are largely delivered through private-sector contractors — rests on one fundamental assumption: All the actors involved are human. Today, this assumption no longer holds. The new direction of the US federal government opens a myriad of questions and implications for which we don’t currently have the answers. For example: Who does a commercially provided AI agent optimize for in a principal-agent relationship? The contracting agency or the commercial AI supplier? Or does it optimize for its own evolving model? Can you have a network of AI agents from different AI suppliers in the same service area? Who’s responsible for the governance of the AI, the AI supplier, or the contracting government agency? What happens when we need to rebid the AI agent supply relationship? Can an AI agent transfer its context and memory to the new incoming supplier? Or do we risk the loss of knowledge or create new monopolies and rent extraction, driving up costs we saved though AI-enabled reductions in force? The Stakes Are High For AI-Driven Government Services Technology leaders — both within government agencies and commercial suppliers — must grasp these stakes. Commercial AI-based offerings using technologies that are less than two years old promise efficiency and innovation but also carry substantial risks of unintended consequences, including maladministration.  Consider these examples of predictive AI solutions gone wrong in the last five years alone: These incidents highlight foreseeable outcomes when oversight lags technological deployment. Rapid AI adoption heightens the risk of errors, misuse, and exploitation. Government Tech Leaders Must Closely Manage Third-Party AI Risk For government technology leaders, the imperative is clear: Manage these acquisitions for what they are — third-party outsourcing arrangements that must be risk-managed, regularly rebid, and replaced. As you deliver on these new policy expectations, you must: Prioritize transparency and accountability in AI procurement. Insist on visibility into algorithmic processes, rejecting opaque “black box” solutions for those with explainability. Maintain robust internal expertise to oversee and regulate these commercial algorithms effectively. Require all data captured by any AI solution to remain the property of the government. Ensure that a mechanism exists for training or transfer of data for any subsequent solution providers contracted to replace an incumbent AI solution. Adopt an “align by design” approach to ensure that your AI systems meet their intended objectives while adhering to your values and policies. Private-Sector Tech Leaders Must Embrace Responsible AI For suppliers, success demands ethical responsibility beyond technical capability. Begin by accepting that your AI-enabled privatization isn’t a permanent grant of fief or title over public service delivery, so you must: Embrace accountability, aligning AI solutions with public values and governance standards. Proactively address transparency concerns with open, auditable designs. Collaborate closely with agencies to build trust, ensuring meaningful oversight. Help the industry drive toward interoperability standards to maintain competition and innovation. Only responsible leadership on both sides — not merely responsible AI — can mitigate these risks, ensuring that AI genuinely enhances public governance rather than hollowing it out. The cost of failure at this juncture won’t be borne by the technology titans — such as AWS, Google, Meta, Microsoft, or xAI — but inevitably by individual taxpayers: the very people the government is intended to serve. I would like to thank Brandon Purcell and Fred Giron for their help in challenging my thinking and hardening arguments in what is a difficult time and space in which to address these critical partisan issues. source

B2B marketing, sales, product, and customer success leaders are no strangers to disruptive change — in the markets they serve, in buyer expectations, and in the technologies and tools they use. With the intense economic and geopolitical volatility we’re now experiencing, the imperative to drive growth and profitability persists but seems even less attainable. The key is for B2B leaders to not just seek to weather the storm but to chart a course through it, transforming challenges into opportunities for growth and innovation wherever possible. Here are the actions that we’re guiding senior B2B leaders to take — now: Increase focus on stable market segments. Anticipate budget tightening and prioritize market segments that offer the greatest potential for growth. At a minimum, you’ll be optimizing your costs, and you’ll be ready if the CFO and CEO come calling to ask you to give budget back. Streamline technology and operations. With tech sprawl at an all-time high, it’s time to look for opportunities to consolidate. Focus on incumbent vendors that offer broad capabilities, reducing investment in overlapping tech. Identify non-strategic operational tasks and stop supporting them. Double down on customer insights. In volatile times, understanding and empathizing with customers must be continuous. Use insights to improve high-friction processes and guide the tone and tenor of communications. This will enhance your resilience and benefit customer satisfaction. Embrace scenario planning. Preparedness is the best defense against uncertainty. Develop contingency plans for a wide range of scenarios (e.g., increased costs to operate in a market, stalled deals in a specific segment) to help ensure swift and informed decision-making when challenges arise. Accelerate decision-making. The pace of change demands agility. Empower your frontline leaders to take actions in response to buyer and customer insights. Foster a dynamic decision-making environment to adapt more swiftly to market changes. Maintain compliance. Regulators and auditors don’t pause during periods of high volatility, but your policy adherence may break under the strain. Don’t let that happen by continuing to prioritize data compliance for internal systems and with partners and suppliers, too. Master Change Leadership Beyond these actions, successfully navigating volatility requires intentional change leadership. In times of rapid and unpredictable change, maintaining a connection to long-term goals remains important, but being nimble in the short term is also essential. Corporate and brand values can provide a compass for guiding decisions and behaviors — determine which are most important in the face of volatility and lean into them. To effectively guide your organization: Be a beacon of stability. Visible leadership means providing confidence and clarity to stabilize your organization amid chaos. Despite the volatility, set a vision, resolve uncertainty when able, identify barriers, and quickly release resources while actively listening to frontline teams. Focus on people. Change impacts every level of an organization. Take a balanced approach to both the human and procedural aspects of change to help you ensure that engagement and productivity remain high. Implement or strengthen listening strategies to understand the impact of the change and adapt accordingly. Prioritize well-being. High stress levels can undermine the effectiveness of even the most skilled leaders and teams. Promoting mental health and continuous learning (e.g., supporting teams with new tech such as AI) is important for maintaining morale and performance. Steer Your Path With Confidence — But Keep A Close Eye On Risk Your expertise as a B2B leader — most importantly, your commitment to meeting buyer and customer needs — will be key in helping your company weather the storm. Succeeding through volatility also means leaning into long-term risk management (across enterprise, ecosystem, and external risks). Put the most focus on risks over which you have the most control — for example, adapting to the surging buying power of younger generations and the need to engage with increasingly large and complex buying networks. Though the way through volatility is fraught with challenges and risk, savvy B2B leaders recognize that change also brings opportunity. If you’re a Forrester client, read our full report for B2B leaders and schedule a guidance session to discuss applying our recommendations. Not yet a client? Explore our complimentary resources for navigating volatility and reach out so we can help you build your action plan for thriving in uncertainty. source

As we put together our game plan for what to see at RSA Conference 2025, we want to scope out innovation. Here’s trends to know going in. source

On March 18, Adobe announced its agentic AI roadmap at Adobe Summit. Listening to the keynote presentations and watching the demos at Adobe Summit, I was impressed with Adobe’s vision’s potential, the scope of change it portends, and the degree to which Adobe featured B2B use cases and examples. Behind the scenes, Adobe graciously engaged with me in several high-level executive meetings, starting with Scott Bajtos, global vice president of Adobe Customer Solutions, several members of his team, and other teams focused on helping customers succeed. From Adobe Experience League to user groups, advocacy programs, Adobe Champions, communities, value scorecards, and a glimpse at its upcoming customer portal, it’s clear that Adobe is serious about making investments that ensure that its B2B customers achieve their goals and get value from Adobe investments. This left me wondering: Why not specifically focus some of Adobe’s AI and agentic innovation on the postsale, as well? A Definite, But Future, Opportunity Lies In The B2B Postsale “Definitely” is the one-word answer to the question posed in the title of this post. The reality is that the postsale is just not the priority today, when there is more market opportunity to capture by focusing on consumer experiences that combine Adobe’s strengths in creativity and online experiences with the potential for more personalized, conversational, and digital experiences that the new AI/agentic offerings will enable. Among the 10 AI agents that Adobe introduced, one specifically supports evaluating and advancing new B2B opportunities to build sales pipeline and engage key members of a buying group. While its purpose has a distinct presale orientation, it’s not difficult to see how this agent — and ones focused on audience, data insights, content production, and journey orchestration, coupled with a prompt-driven, natural language interface — could be used by creative customer-facing teams to create truly personalized experiences that accelerate a customer’s time to value and help them achieve a healthy ROI. Focusing On The Postsale Helps You Thrive During Volatility — And AI Will Help There is a lesson here for postsale marketers, success managers, account teams, and anyone involved in helping customers succeed: As you experiment with and make bets on AI, don’t leave your customers’ experience out of the equation. The degree of change and upheaval happening today could rival what markets and businesses went through in 2020 but this time with many more sources of volatility. Volatility in 2025 includes massive global outages, cyber threats, new tariffs, trade wars, divided and impatient customers — and, of course, economic concerns. To survive in these times, Forrester believes that customer obsession is required and that it’s time to (re-)prioritize postsale investment by doubling down on customer insights, communication, and empathy (subscription required). Prioritizing customers puts postsale teams squarely in the spotlight. And when facing limited-surplus investment, it gets hot under that spotlight unless these teams not only operate more efficiently but also demonstrate a positive connection between their actions and the resulting retention and growth in customer revenue. Start Your B2B Postsale Agentic Journey With Objectives, Not Technology AI innovation, agents, and agentic operations all have lots of potential to assess, guide, and activate postsale experiences while enabling the teams who guide customers through their journeys. These teams need the right technology foundations, skills, and expertise to close AI literacy gaps, along with the control systems required to ensure maximum benefit with minimum risk. Insights and personalized experiences that would have seemed impossible five years ago are now made feasible and efficient with agentic and generative AI. As Adobe’s Summit and business announcements show, focusing on the postsale is the biggest hurdle, not the technology. For more help, set up a guidance session with me to find out how you can: source

Our report, “The Top 10 Emerging Technologies In 2025,” drops April 29, and this year’s list features big changes. Two longtime list members are stepping back, and two fast-moving entrants will be moving onto the list — including one surprise that wasn’t even on our radar last year until we did the research. These shifts reflect more than changing buzz. They show how client energy, vendor activity, and what we call the AI effect — the rapid spread of AI into everything, everywhere — are reshaping the technology landscape. By publishing earlier than usual this year, we’re giving tech leaders time to absorb the insights, explore strategic implications with us over the summer, and benchmark against the flurry of fall announcements and events. What’s Changing — And Why It Matters Forrester’s annual emerging technologies report identifies the technologies with the most potential to deliver business value in short-, mid-, and long-term horizons. In 2025, we see a clear shift toward AI-adjacent innovation. That’s why we’ve moved two technologies from the top 10 to the next 10: Extended reality (XR) steps aside after years in the top 10. The collapse of metaverse hype and slow progress in consumer-friendly form factors have cooled enterprise interest — for now. But XR still holds promise, and a major breakthrough could bring it back. Zero Trust edge (ZTE) also shifts to the next 10. To reflect market alignment, we’ve adopted the more familiar Secure Access Service Edge (SASE) label. The technology remains important — particularly for security — but it’s no longer one of the top 10. Taking their place will be two fast-rising contenders. The first was once a niche technique but is now vital for training and fine-tuning AI models where real data is scarce or sensitive. It’s powerful — and controversial. Expect more from us soon on its use, risks, and policy implications. The other brings images of science fiction — but thanks to breakthroughs in language models, computer vision, sensing, and declining hardware costs, it’s fast approaching real-world use in manufacturing, logistics, and service jobs. A Comprehensive Emerging Technology Research Experience We’ve expanded well beyond the report. Our emerging technology research portfolio now helps Forrester Decisions clients engage in deeper, more flexible ways: An interactive top 20 experience: Explore each technology’s maturity, impact, and value in an intuitive digital format. In-depth coverage of our top 20: We publish “State Of” and some “Future Of” reports for our top emerging technologies. In addition, we go even further in some cases with “Architect’s Guides” to satisfy our technology architects’ and developers’ desire for detail. Izola, our genAI assistant: Ask questions, extract summaries, or explore implications directly within the research using Izola, now embedded in our emerging tech content. Strategic guidance covering the top 75 technologies: I regularly deliver custom guidance sessions that go beyond the top 10 — and offer emerging tech briefings to executive teams across industries. Don’t Miss The Debut This year’s launch gives you a head start on 2026 strategy. Here’s how to engage: April 29: Forrester clients get access to “The Top 10 Emerging Technologies In 2025” report. May 21: Join our public webinar to hear my first formal presentation of this year’s list. June 23–26: I’ll present deep-dive sessions at CX Summit North America on how emerging technologies are dissolving the barriers between companies and their customers. Curious about what will reshape your business in the decade ahead? This is where to start — and we’re here to help you turn signal into strategy. source