Forrester

Today’s enterprise architecture (EA) practices are critical to enable a firm’s customer-obsessed digital transformations. As more traditional EA practices become commoditized, enterprise architecture management suite (EAMS) vendors that show strong use cases to support real transformations will emerge as market leaders. These transformation-enabling use cases include AI-powered features, support sustainability goals, offer modeling and assessment capacities, and provide architecture-empowering functions. We just published The Forrester Wave™: Enterprise Architecture Management Suites, Q4 2024, in which we evaluate the 12 most significant vendors — Ardoq, Avolution, Bee360, Bizzdesign, BOC Group, MEGA International, North Highland, Orbus Software, SAP LeanIX, Software AG, Sparx Systems, and ValueBlue — on their current offering, strategy, and customer feedback. Of these 12 vendors, four Leaders emerged: Orbus Software, MEGA International, Bizzdesign, and Software AG. Our assessment unveils that the leading vendors stand out because: They possess competitive AI use case capabilities. AI is in its nascent stage, and forward-thinking Wave Leaders have swiftly capitalized on this emerging technology. Key features offered by the Leaders include text recommendation engines, chatbots, smart agents, and AI-assisted roadmap capabilities. These functionalities leverage common large language models and incorporate the retrieval-augmented generation technique to enhance performance and accuracy. They offer ways to support sustainability goals. Sustainability features are a key differentiator for each Wave Leader. These include a hub capacity that enables strategic planning and measurement of the IT estate, from materiality assessment to carbon-footprint calculation, as well as integration with sustainability software. They provide the best modeling and assessment capacities. Diagramming and visual comparisons of objects are foundational features of EA tools, rooted in the core competencies of architects. Leading providers offer advanced capabilities such as process modeling, process mining, business capability mapping, and comprehensive assessments, all essential for effective analysis and communication. They empower architects, helping them be more proficient. Leaders consistently focus on empowering architects through various means, including digital twins, EA democratization, process mining, low-code/no-code solutions, demand management, strategic portfolio management, and architecture decision records. They also promote the use of APIs and microservices to encourage loose coupling. Forrester clients should use the report to create a shortlist of relevant EAMS vendors. Forrester clients can also book a guidance session or inquiry with me to discuss how to apply the Wave to their specific requirements. I would like to thank my colleague Paul McKay for his continuous support and editorial guidance and of course Min Say, who made this complex project a relatively easy task. source

Software engineering intelligence (SEI) tools provide insights into the software development process for development leaders. Using SEI tools, dev leaders can optimize their software development processes while improving the developer experience. The market growth in SEI tools directly corresponds to the explosive use of generative AI (genAI) TuringBots, commonly referred to as copilots for software development. GenAI’s promise to vastly improve software coding efficiency has spurred nearly every development leader to purchase these tools for their teams, with the hopes that they can finally move the needle on improving software release cadence. But there’s a catch: GenAI copilots cost money, and CFOs and CEOs who approved the purchase of copilots want to see the ROI. In a sense, the copilot bill has come due. Dev leaders scrambling to provide these productivity measurements are increasingly turning to SEI tools and their ability to measure software development process metrices, such as DORA, pull request cycle times, acceptance rates, and others. Value stream management (VSM) tools have similar capabilities to SEI tools, but their scope extends beyond software development to include the entire end-to-end process of software development. Many organizations don’t think of software delivery as a value stream, but that is a mistake. Software developers are not employed to simply code — they create value for the business and its customers through the development of software. Enterprises that use VSM are trying to solve bigger problems than developer productivity: They want to improve an entire business unit’s productivity, from planning to execution. These organizations often use multiple vendors to provide DevOps tooling and need a solution that can act independently from them, while at the same time providing uniform visibility and governance. At Forrester we see this intersection in this way: Here’s what you need to know: SEI tools help software delivery organizations improve with data and analytics that are ingested directly from development tools — typically Jira, GitHub, and CI/CD systems. VSM tools have very similar capabilities but capture data from a larger portion of the software development lifecycle, from planning all the way through delivery, to help all teams stay aligned towards business goals. Here’s what’s coming next: Coming in Q1 2025, “The Value Stream Management Solutions Landscape” will include both VSM and SEI tools to provide readers with an understanding of core and extended use cases, as well as mapping to capabilities. Coming in Q2, “The Forrester Wave™: Value Stream Management Solutions” will evaluate VSM tools (and possibly some broader SEI tools) to compare and evaluate their strategy and capabilities. IT leaders: Got questions about how an SEI or VSM tool can help you? Feel free to schedule a guidance session with me to learn more. Vendors: Got an SEI or VSM tool you want to brief me on? Please request a briefing to inform me of your offering. source

After hearing the arguments in September, the federal appeals court in Washington unanimously ruled to uphold the law signed in April that forces the app to either cut ties with its China-based parent company (ByteDance) or be banned. Despite TikTok being that much closer to a ban, we stand by our prediction that TikTok will not get banned or divest in the US in 2025. Why not? ByteDance is sure to appeal today’s ruling to the Supreme Court; a new administration takes the helm in the US in January; and the law has a 90-day extension clause. But outside of the delay tactic, TikTok’s importance to a thriving creator economy is far-reaching. Banning TikTok creates a Meta monopoly. As a recap, here’s a look back at some of our past blog posts about TikTok from earlier this year: Today’s TikTok Appeal Pressure-Tests The First Amendment [READ] Predictions 2025: The Media Industry Resolves 2024’s Unruly Unknowns [READ] TikTok’s Influence On Young Voters Makes It A Threat To US Democracy And An Asset To Marketers [READ] Banning TikTok Creates A Meta Monopoly [READ] Forrester clients: Let’s chat more about this via a Forrester guidance session. source

Omnicom Group and Interpublic Group (IPG) announced their intention to merge to form the largest global agency holding company. Executives indicate that they anticipate closing the deal in the second half of 2025. This would reshape the marketing services category by consolidating the media scale of two global holding companies, accelerating the role of technology and AI in marketing delivery, and setting the industry on a path toward a hybrid services and SaaS model. Both Omnicom and IPG executives held a joint conference call earlier today. What we know and can infer about the proposed deal thus far is: This is an acquisition, not a merger. Omnicom is acquiring IPG — this is not a merger of equals. Omnicom would be acquiring a slightly distressed IPG that has reported relatively flat growth for the last five quarters. This shows in the proposed leadership of the new company. In a joint conference call this morning, the two companies announced that John Wren will remain chairman and CEO of Omnicom; Phil Angelastro will remain EVP and CFO of Omnicom; and Philippe Krakowsky and Daryl Simm will serve as co-presidents and COOs of Omnicom. We assume a similar dynamic for the eventual structure of the new company. The benefit of this acquisition is scale. The new company would enjoy significant scale of technology, data, media clout, and the ability to produce content at the velocity and volume of media impressions. We anticipate that IPG Mediabrands will likely roll up to Omnicom Media Group, IPG’s growing commerce practice will likely be aligned with Omnicom’s Flywheel Digital unit, and Acxiom will likely be aligned with the technology group managing Omni, the holding company’s suite of proprietary technology. The combination of the Omni marketing operating system, Flywheel Digital, and Acxiom capabilities is a potent one, enabling Omnicom to better compete with Publicis Groupe, its Epsilon PeopleCloud, and recent commerce acquisition of Mars United. The new company would concentrate a culture of creativity. The Omnicom and IPG acquisition would place some of Madison Avenue’s most iconic creative agencies, such as McCann, FCB, The Martin Agency, Mullen, TBWA, BBDO, DDB, Goodby, and GSD&M, under single ownership. Both Omnicom and Interpublic Group leverage agency-first go-to-market models, rather than an integrated, holding-company-first model like that of Publicis Groupe or Dentsu. Omnicom and IPG’s like-minded approach to agency brands makes for a stronger likelihood of successful integration and enables the new company to focus on client and talent retention. Executives from both holding companies acknowledge that details regarding future leadership and structure remain undecided and that the deal is subject to regulatory review. Nonetheless, the larger industry and client implications are beginning to come into focus. For clients of either Omnicom Group or IPG, this acquisition means: Fewer enterprise choices will facilitate more independent options. The “big six” holding cos. may soon be the “big five,” creating some concern with having fewer options. Yet consolidation at the global level makes for opportunities in the independent marketplace. PE-backed, independent agencies like Horizon Media, PMG, DEPT, Tinuiti, Wpromote, and others have grown to capture scale in buying while delivering performance and tech skill. These companies must and will react to a shifting competitive landscape. Anticipate more growth in independents’ innovation investments and more focus in their proposition to compete with the global consolidation of marketing scale at Omnicom, Publicis, and WPP. Technology and innovation investments will accelerate AI’s role in marketing services. Omnicom and IPG executives point out that the combined resources will boost their technology investments. This will accelerate the already-underway AI arms race among the holding cos. and independents: 61% of agencies already use generative AI in marketing, the most mature group compared to IT, marketing orgs, and in-house agencies. Marketers should anticipate the proliferation of AI marketing in production, creative development, and media activation. As agencies race to build competing AI marketing platforms, the combination of SaaS and services will change not only how marketing is created but also how it’s paid for. Principal media solutions will proliferate and grow to account for nearly 10% global billings. Until recently, IPG was the last major holding company not to take an interest in media. While principal media practices are controversial, our research suggests that they represent less than 10% of total global media dollars under agency management. Yet with Omnicom’s existing principal media framework, marketers should expect a percentage of the IPG Mediabrands/MAGNA dollars to transact in principal media solutions, advancing the practice as more mainstream within the industry and within a combined Omnicon Media Group and IPG Mediabrands. If you are a Forrester client working with Omnicom or IPG and want to understand what this acquisition could mean for your business/brand, feel free to book an inquiry or guidance session with me. Some additional Forrester resources include: The Forrester Wave™: Media Management Services, Q4 2024 The Marketing Creative And Content Services Landscape, Q4 2024 Predictions 2025: Marketing Agencies Brand AI Models Will Reinvent How Marketing Creates Business Value source

Let’s brace ourselves for a hard truth. Trust in marketing measurement is already poor, and left unchecked, it’s poised to get 20% worse. The pain that your organization feels surrounding B2B marketing measurement problems is real. Forrester’s Marketing Survey, 2024, revealed that 64% of B2B marketing leaders feel that their organization doesn’t trust measurement for decision-making. This hurts because marketing is a discipline with credibility that depends on data, facts, and insights, yet many marketing leaders don’t have faith in their company’s measurement when it matters the most. Not having trusted measurement hinders marketing’s ability to get its job done. Optimization of marketing efforts requires data to inform adjustments. That can’t happen when the metrics used to describe performance aren’t trusted. And without measurement to clearly depict marketing’s contribution, securing the budget and resources necessary to drive business impact becomes a losing battle. None of this is new, nor are the well-known contributors to the current state of marketing measurement (they include data quality, technology gaps, and the skills of measurement producers and consumers). All are aspects that B2B organizations continue to work to improve, but unfortunately, many B2B marketers will lose ground in these battles over the coming year. Why Is Measurement About To Get Tougher? We’re predicting that marketing measurement is about to get more difficult because of these compounding market forces: Buying complexity obscures so much. B2B sellers tell us that deal cycles have grown longer. Buyers tell us of the large quantities of individuals now involved in purchasing decisions. Persistent time-lag issues in detecting business impact grow more difficult with lengthened selling cycles. More people interacting with sales and marketing more times places more pressure on measurement systems already struggling to capture and make sense of their behaviors. Until vendor organizations recalibrate their business systems and processes, they will detect a limited portion of total buying interactions and will have to wait longer to understand results. Technology sprawl yields fractured data. The volume of technologies that make up the go-to-market technology stack results in disconnected data sources, and in turn, disconnected data is now a leading analytics challenge. Stitching together a cohesive picture of buyer behavior across these technologies is stretching the resources and skills of analytics teams — and this shows little signs of being alleviated. AI-inflated hope drives an expectation gap. AI has the potential to power meaningful improvements throughout B2B. This promise carries into widespread expectations that better measurement is possible by using AI to make sense of large volumes of data at speeds that humans will never replicate. But the distance between that vision and the current state of B2B marketing measurement should be counted in years, not months. B2B planning, processes and data aren’t yet in shape to meet AI’s potential. Stakeholders of all types will struggle for the foreseeable future to make sense of and develop faith in AI-driven views of performance. Expect a prolonged period of experimentation, missteps, and resets before B2B marketing analytics teams come anywhere close to cracking this code. Measurement can’t keep up with a renewed emphasis on reputation investment. B2B marketing investments have traditionally skewed toward capturing and advancing demand and so, too, has the focus of marketing measurement. But there’s growing recognition that demand efforts are not enough, and selling organizations must do more to influence buyers before they enter active buying cycles. Reputation spend now represents nearly one-quarter of marketing program investments, but we’re not seeing similar prioritization among what marketing leaders measure. Measurement analytics teams currently fall short in the skills and capabilities to measure this area that they’ve traditionally deprioritized. What’s To Be Done? Each of these market forces are larger than measurement, and there’s little that your analytics team can do to hold any of them at bay. What will separate the winning organizations from the rest is how they respond. In the face of these forces, here are a few actions that you can take to enhance your organization’s trust in marketing measurement: Tune your processes to buying complexity. Do the work to make it easier to link buyers to opportunity records, and work to capture not only self-guided interactions but personal ones, as well. Economize the B2B tech stack. Squeeze out duplicative capabilities found in best-in-breed solutions in favor of the broader solutions of platform providers. A more consolidated set of technologies will carry less overhead when it comes to data preparation and consolidation. Set clear reputation objectives. It’ll take time and resources to create comprehensive approaches to measuring reputation. In the meantime, start small by working with stakeholders to be sharp about setting reputation objectives and select a handful of available indicators that can show progress. Pair AI efforts with insight activation. Marketers are right to be excited by the potential of AI. At the same time, there’s a clear need to enable them to work more productively with the analytics already available. Marketing analytics teams need to redirect more of their time toward enabling their stakeholders to drive better results using existing resources. Doing so will better prepare them for the potential that AI is bound to unlock. Read our full Predictions 2025: B2B Marketing, Sales, And Product report to get more detail about how to get ahead in 2025. Set up a Forrester guidance session to discuss these predictions or plan out your 2025 B2B strategy. If you aren’t yet a client, you can download our complimentary B2B Predictions guide, which covers more of our top predictions for 2025. Find additional complimentary resources, including webinars, on the Predictions 2025 hub. Reserve your seat for the upcoming B2B Predictions webinars to hear more insights from Forrester analysts: source

I recently had the opportunity to write a research report with Vicki Brown to tackle questions that we often get from clients: What is the difference between a buyer’s journey map and a revenue waterfall, and do they work together? The Buyer’s Journey Map Buyer’s journey maps are developed to represent the buyer’s view of the purchasing process. They help us understand what information buyers seek, when they need it, and where they go to find it. With that information, B2B marketers can build better go-to-market strategies and engagement plans. The B2B Revenue Waterfall™ On the contrary, the B2B Revenue Waterfall focuses on internal processes, tracking targeted opportunities as they move through the waterfall stages. The goal is for an organization to measure the flow of demand, inform demand program planning to increase the volume of opportunities, and improve the velocity of existing opportunities. Trying to conflate the two is dangerous and hinders the purpose of each framework. It also harms both buyers and sellers, because the waterfall stage for the group may not always equal where every buyer is in their journey. Do They Work Together? The answer: sometimes. Insights from both Forrester’s B2B Buyer’s Journey Map Framework and the B2B Revenue Waterfall can inform how to improve the other, but they are ultimately designed to do two different things. How does your organization plan (external view) and manage (internal view) demand generation programs in a way that serves both the buyer’s needs and the organization’s need to measure progress and manage resources? Forrester clients: Let’s chat more via a Forrester guidance session. Forrester clients also can access our report here. source

It’s the most frantic time of the year, isn’t it? From “Black Friday Starts Now!” on November 1 through to “Place your order by December 18 for guaranteed delivery!” and finally to “There’s still time!” and “Great last-minute gifts!” — it would certainly seem so by looking at most people’s overflowing personal inboxes. It’s also, however, the perfect time for bad actors to jump into the fray, impersonate your brand, and scam your customers out of their holiday shopping funds and sensitive personal info. CISA, the FBI, and other government and law enforcement agencies issue annual warnings to consumers about common holiday shopping and charitable donation scams, advising them to be wary of deals that look too good to be true, secure their accounts, and avoid giving out sensitive information over various media. But as you increase your marketing message volume to consumers, so do those bad actors — and they’re taking advantage of generative AI tools to mimic your logo, language, and landing pages more accurately than ever. And if a consumer is taken in by a well-crafted look-alike, they lose trust in your brand regardless. What can you do to protect your customers and your reputation from human-element breach types like phishing, SMShing, Vshing, and Qshing? There are two actions that you can take that may involve revisiting or revamping security practices you’ve already put in place. This holiday season and beyond, be sure to: Enforce DMARC across all your sending domains. Domain-based Message Authentication, Reporting, and Conformance (DMARC), along with DKIM and SPF, prevent attackers and scammers from faking email domains to send malicious, fraudulent emails. Organizations that successfully implement DMARC also prevent unauthorized users from sending email as if they were an authorized sender such as an email marketing service provider. How: Collaborate with security colleagues to implement the DMARC protocol and test Brand Indicators for Message Identification (BIMI) to help protect your brand, bolster customer trust, and defend against phishing. And be sure that your service providers are monitoring DMARC configurations and status regularly for all your domains. Get explicit in your security messages. Your customers should know how you will and how you will not communicate with them. That’s especially important given all the successful social engineering attempts we’ve seen and the trend toward targeted, multipronged campaigns using voice, text, email, and even deepfake audio and video. How: Provide them with visuals as to what your confirmation and delivery status emails or texts will include. Security messages from you should precede your high-volume seasons or events and give customers instructions on how to examine the links behind QR codes to verify your official domains. They should offer one phone number they can call to verify communications from you should they have any doubts; also give them a support email address to which they can forward suspicious emails claiming to be from your company or brand. And finally, your communications should let customers know under what circumstances, if any, for which a representative from your company would call them. If you’re a Forrester client and would like to discuss these and other preventive measures further, please set up a guidance session or inquiry with us. Additionally, it’s not just Black Friday and Cyber Monday deal chasers falling for phishing messages. I’m facilitating a workshop at Forrester’s upcoming Security & Risk Summit for security pros on thwarting social engineering attempts against your workforce through a balance of tech and training efforts such as those mentioned above. Join us in Baltimore on December 9–11 for this workshop and other sessions designed to help security and risk leaders and their teams secure their organization, build trust, and move their business forward. source

As Q4 nears its end, companies are reflecting on their achievements and preparing strategies for the coming year. This reflection is critical, as Forrester’s CX Index 2024 shows: CX Index scores have dipped across the board. In this context, I urge you to remind everyone in your organization: “CX isn’t a project.” Projects end, but placing customers at the center of your business’ strategy, operations, and leadership requires continuous commitment. This sustained commitment is exactly what Forrester’s Customer Obsession Awards recognizes. Nedbank Won Forrester’s Customer-Obsessed Enterprise Award EMEA 2024 At Forrester’s CX Summit EMEA, Anton de Wet, Nedbank’s chief customer officer, and Derek Tedder, executive CX strategy & culture, shared details on the bank’s sustained efforts over the years. BNP Paribas And Bank Millennium Were Award Finalists Those two firms stood out among the submissions for their programmatic CX efforts. We recognized BNP Paribas for its comprehensive work in managing and improving customer journeys at scale. The bank’s efforts to harmonize CX efforts across multiple countries, while catering to diverse customer needs, demonstrate the power of a well-coordinated, scalable CX strategy. We recognized Bank Millennium for its structured and customer-centered approach to elevating the quality of its CX. Its strategy, grounded in understanding and addressing customer needs, highlights the value of data-driven decisions and personalized improvements that resonate deeply with their customers. Magdalena Suchanek, CX leader at Bank Millennium, said: “The scope checked in the application for the Award is comprehensive and multidimensional. It covers practical aspects of CX management, but also those related to leadership, strategy, culture, and results. The preparation of the application itself, and then conversations with analysts on this topic, are a good opportunity to review the organization’s efforts in being customer obsessed.” Congratulations again to Nedbank, BNP Paribas, and Bank Millennium! As you reflect and plan… Consider these sources: As always: Don’t hesitate to be in touch. And keep an eye out for our call for submissions for the Customer Obsession Awards 2025. source

Even with access to new, more advanced self-service tools (hello, generative AI), business buying remains a long and complex process. Tight budgets, complex buying committees, and drawn-out purchase cycles are still very much the norm. Buyers are frustrated — and as our latest global buyer research shows, companies are falling short in helping them. Forrester surveyed more than 16,000 global business buyers to better understand how they experience the purchase journey. The results, highlighted in our new report, The State Of Business Buying, 2024 (client access only), show that: Buyers are increasingly dissatisfied. Eighty-seven percent of buyers express dissatisfaction with the provider they choose at the end of a “successful” purchasing process. Price is the reason cited most often — but there are others that are perhaps more instructive. Buyers are not satisfied with the technology, domain, and industry expertise that providers demonstrate, nor their ease and flexibility during the process. The disconnect is worse with Gen Z and Millennial buyers, who express dissatisfaction 91% of the time. Internal processes add time and complexity. Nearly all (91%) of purchases stall at some point in the process, our survey data shows. While budget and price are the leading reasons, “my organization’s purchasing process” was the third-most selected response. Buyers contend with challenges such as managing competing organizational priorities, overlapping technologies and contracts, and financial negotiation. Adding to internal complexity is the growing size of buying groups: On average, 13 people within the organization are involved in the buying decision, and most purchases in our survey involved two or more departments. Buyers crave autonomy. Buyers want to be able to find quick answers to their questions — and they want to be able to interact with experts for deeper conversations once they feel ready. Buyers prefer a near-even split between personal and self-guided interactions during the buying process, which has held consistent over the past few years. GenAI — a new response option this year — immediately rose to the top of self-guided interactions, followed closely by internet searches and vendor websites. Yet it’s not only the early stages of the buying process that buyers lean on self-service for — our research shows that the purchase transaction itself is also moving in that direction. “One size fits all” approaches don’t work. Industry, technology, and domain expertise are among the top technical reasons that buyers cited for selecting a provider. Buyers want providers to understand their specific needs and context and to connect their offering’s capabilities accordingly. They also prize collaboration and partnership, citing drivers such as “ease of doing business” and the vendor’s “investment to co-create or co-innovate with us.” Providers can differentiate themselves by demonstrating a deep understanding of buyer needs and working processes. Our new report, The State Of Business Buying, 2024 (client-only access), explores these and other findings in greater depth and offers new interactive capabilities for clients to get more detail about their specific target audiences. The report also includes actionable steps for companies to take to provide the seamless interactions and assistance with decision-making that buyers crave. The report is part of our Buyer Insights series, which will publish between now and the end of January. Other reports in the series focus on buyer motivations and preferences by industry, region, company size, persona, and other variables. These reports are also interactive and allow providers to drill down to more specific details about their target audiences to make data-informed decisions about campaigns, programs, content assets, and messaging. Contact your customer success manager to schedule an inquiry or submit a request here. source

Bank executives and their teams face rising customer expectations, evolving needs and behaviors, and new competitive threats — and mobile experiences are at the center of it all. The share of consumers using mobile apps for banking has spiked (overtaking online banking). Competitive pressures, meanwhile, are on the rise as disruptors roll out new capabilities and new value propositions that threaten traditional banks’ relevance and future growth. To help banks respond to these trends, Forrester took a deep dive into a crucial question for banks: How will people’s mobile banking needs, expectations, and behaviors change in the near future? This research provides an overview of key trends, identifies 10 emerging must-have mobile features, and highlights 10 emerging differentiators in mobile banking experiences. We found that: Ten mobile banking offerings are quickly becoming table stakes. Digital leaders can no longer rightly assume that customers don’t want a full range of in-app functionality. Indeed, most US banking customers say that they should be able to accomplish any financial task through a mobile app. Our research identified 10 mobile banking offerings that are becoming must-haves. These include data aggregation, personal data management capabilities, credit builders, autonomous finance services, virtual cards, and subscription management tools (see an example from Capital One below). Another 10 are emerging as brand differentiators. For most banks, the goal is not just to compete but to differentiate. To drive breakthrough growth, digital leaders should explore the products, services, features, and experiences that go beyond what people expect. Our research identified 10 differentiators, including shared finance products, international remittances and multicurrency tools, in-app search, personalized advice, charitable giving tools, and more. Often, the purpose of a given capability is not broad appeal but rather a clear value proposition to a specific audience: BBVA, for example, offers carbon tracking to attract the niche subset of green-focused consumers (see below). Digital banking leaders and their teams will need to ideate and prioritize. Rather than roll out every potential differentiator, digital leaders should identify and prioritize the impact of emerging, must-have offerings by customer and business objectives. Forrester’s Digital Initiatives Prioritization Tool lets digital leaders and their teams rank the relative value of different options. Digital teams should collaborate with product, business, and technology teams to explore new opportunities through experimentation, zero-base builds, and learning. Knowing what’s likely to come next will help digital banking leaders experiment with and adapt to these new features and differentiators. Want To Know More? If you’re a Forrester client and want to go deeper into our new “What’s Next In Mobile Banking, 2024” research, you can read our three reports: What’s Next In Mobile Banking, 2024: An Overview lays out the premise of our research and includes key data insights from that research. What’s Next In Mobile Banking, 2024: 10 Must-Have Capabilities identifies the 10 must-have mobile banking offerings for any bank looking to compete on digital experiences — including examples from firms that already offer these features or products. What’s Next In Mobile Banking, 2024: 10 Emerging Differentiators lays out the 10 emerging differentiators in mobile banking experiences. It also includes examples from banking brands that currently provide these offerings to customers. If you want to discuss the full list of 10 emerging must-haves and 10 emerging differentiators, please reach out to us!   [Image 1: Capital One touts its new in-app subscription management tool for mobile banking customers]   [Image 2: BBVA calculates the customer’s carbon footprint and offers sustainable products]   source