February 2023
Forrester Decisions helps make business initiatives more successful. Describe your planned initiatives below and receive a high-level estimate of the potential impact Forrester Decisions could have on your organization.
Business and technology decision-makers operate in high-risk environments where their decisions can impact thousands of roles and hundreds of millions of dollars. Interviewed and surveyed decision-makers found that leveraging Forrester Decisions provided the resources and guidance to successfully lead organizational change and gain confidence of stakeholders. Key benefits of Forrester Decisions include a 26% higher success rate for transformational initiatives, 50% faster time to value, and 4% extra revenue growth.
Forrester Decisions is a portfolio of research services that helps executives, functional leaders, and their teams plan and execute their most pressing initiatives. The portfolio combines research-based insights, models, and frameworks with hands-on guidance to ensure that leaders and their teams have what they need to solve problems, make decisions, and take action to deliver results.
Forrester conducted a Total Economic Impact™ (TEI) study to examine the potential return on investment (ROI) organizations may realize by investing in Forrester Decisions.1 The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of Forrester Decisions on their organizations.
To better understand the benefits, costs, and risks associated with this investment, Forrester’s Consulting independently interviewed four decisionmakers and surveyed 42 respondents with experience using Forrester Decisions. For the purposes of this study, the interview and survey data were aggregated to form a financial analysis for a representative composite organization headquartered in North America that earns $10 billion in revenue.
Interviewees were responsible for driving major change; however, without guidance and sufficient research, time and resources were wasted in the decision-making process. In some cases, this resulted in lost stakeholder confidence. By investing in Forrester Decisions, interviewees gained confidence in their decisions, aligned teams, boosted the likelihood of success, and accelerated results — driving cost savings and business growth.
Quantified benefits. Three-year, forecasted, and risk-adjusted present value (PV) quantified benefits for the composite organization include:
Deep engagement with analysts, ongoing discussions with other industry experts, and relevant frameworks and research through Forrester Decisions improve the success rate of transformational initiatives by 26%. With three initiatives per year, this is worth $1.1 million to the composite organization over three years.
Leveraging proven frameworks and processes from Forrester Decisions, in addition to guidance during key pivotal decision points, enables transformational initiatives to be completed up to 50% faster, or 13 weeks sooner, than otherwise possible. This saves the composite organization $406,000 in labor that can be reinvested in higher-priority work over a three-year period.
The composite organization grows revenue for its new product by an extra 4% annually because of analyst guidance, data, and research provided through the Forrester Decisions platform. The guidance and information help the composite organization to target key market subsegments and successfully complete new entrances and expansions with reduced risk. This provides an additional $884,000 in profit over a three-year period.
Employees use frameworks and process improvements from Forrester Decisions during their initial onboarding as well as in day-to-day activities. Saved labor is worth $170,000 to the composite organization.
Unquantified benefits. Qualitative benefits for the composite organization include:
Decision-makers in the composite organization leverage Forrester’s proven frameworks and research to add weight and authority to their proposed solutions. In addition, they meet with analysts and peer groups to hone their pitches before presenting to their own executive leadership.
While garnering support among executives, decision-makers in the composite organization also use expertise and research from Forrester Decisions to thoroughly vet major investments such as new technology. This mitigates the risk of wasting resources and losing confidence of stakeholders by making a bad investment.
License holders in the composite organization form relationships with analysts, peers, and industry experts through Forrester Decisions. Some of these relationships provide additional value both in terms of personal networking and professional growth.
Forrester Decisions provides license holders in the composite organization with new predictive research, industry vision, resources, and experiences not available to them internally. This in turn allows key decision-makers to broaden their thought processes and consider new and alternative approaches to their problems. This diversity of perspective ultimately results in improved decision-making.
Robust, regular engagement with analysts provides access to a deeper understanding of subject matter for license holders in the composite organization. This allows license holders to act more strategically and provide longer-term value to the composite organization beyond any single initiative. In addition, as Forrester analysts learn more about the unique environment within the composite organization and opportunities for improved alignment across groups, they proactively recommend future initiatives and investments. This also provides longer-term benefit to the composite organization not possible before its investment in Forrester Decisions.
Costs. Three-year, risk-adjusted PV costs for the composite organization include:
Forrester charges fees for license holders depending on their access needs. The composite organization pays for four license holders, including a leadership-level role, and expands to six licenses by Year 3. This costs a total of $424,000 over three years.
License holders spend an average of 14 hours per month on an ongoing basis utilizing the resources included in Forrester Decisions, including engaging with analysts and other experts, reading research, completing certification courses, and leveraging other resources. Some of this time is not fully incremental and would have otherwise been spent on transformational initiatives. This combined labor costs the composite organization $283,000 over three years.
Synopsis. The composite organization invests $710,000 in costs and experiences $2.54 million in benefits over three years, adding up to a net present value (NPV) of $1.83 million and an ROI of 259%.
Interviewed Forrester Decisions stakeholders and Forrester analysts to gather data relative to Forrester Decisions.
Interviewed four representatives and surveyed 42 respondents at organizations using Forrester Decisions to obtain data with respect to benefits, costs, and risks.
Designed a composite organization based on characteristics of the interviewees and survey respondents.
Constructed a financial model representative of the interviews using the TEI methodology and risk-adjusted the financial model based on issues and concerns of the decision-makers.
Employed four fundamental elements of TEI in modeling the investment impact: benefits, costs, flexibility, and risks. Given the increasing sophistication of ROI analyses related to IT investments, Forrester’s TEI methodology provides a complete picture of the total economic impact of purchase decisions. Please see Appendix A for additional information on the TEI methodology.
Readers should be aware of the following:
This study is not meant to be used as a competitive analysis.
Forrester makes no assumptions as to the potential ROI that other organizations will receive. Forrester strongly advises that readers use their own estimates within the framework provided in the study to determine the appropriateness of an investment in Forrester Decisions.
Forrester’s Consulting group interviewed the Forrester Decisions customers and fielded the survey using a third-party survey partner.
Forrester interviewed four representatives and surveyed 42 respondents with experience using Forrester Decisions at their organizations. For more details on these individuals and the organizations they represent, see Appendix B.
Prior to their investment in Forrester Decisions, interviewees and surveyed respondents included a mixture of those who used alternative research and advisory services, engaged alternative consulting firms, and/or attempted to build the research capabilities internally.
Interviewees’ and survey respondents’ organizations struggled with common challenges, including:
Prior to integrating Forrester Decisions, interviewees struggled to secure stakeholder trust as they sought to drive major organizational change. This was often due to executives and those directly impacted by change being hesitant to alter existing strategies and processes. Gaining trust was especially difficult when interviewees faced a novel problem or situation and needed to develop an approach that did not yet have the benefit of being tested in their own environment.
Some interviewees noted that change took significantly longer to accomplish as stakeholders lacked confidence in the approach. This required several rounds of iterative pilot groups, significantly delaying the benefit of a decision, and created weighty opportunity costs for the organization.
An additional risk that interviewees experienced prior to investing in Forrester Decisions was wasted time and resources. This often resulted from the lack of access to proven frameworks or experts who had successfully achieved similar goals. The types of decisions interviewees faced required major investment and resources, meaning that a misstep could be quite costly.
The interviewees and survey respondents selected Forrester Decisions after searching for a solution that could:
Provide access to proven frameworks, guidance, and experts that were relevant to their own industry, function, and challenges.
Allow for alignment of strategy across multiple functions, rather than being limited to just one group.
Be a partner in facilitating change throughout the decision-making process.
Based on the interviews and survey, Forrester constructed a TEI framework, a composite organization, and an ROI analysis that illustrates the areas financially affected. The composite organization is representative of the four interviewees and the 42 survey respondents, and it is used to present the aggregate financial analysis in the next section. The composite organization has the following characteristics:
The global organization earns $10 billion in revenue per year and employs 12,000 full-time employees (FTEs). It is headquartered in North America and operates globally. The business function that invests in Forrester Decisions undergoes an average of three transformational initiatives each year, impacting most of the organization. These initiatives include digital transformation, customer experience, technology investments, and interdepartmental alignment. In addition, the business function utilizing Forrester Decisions has recently expanded into a new vertical where it generates $100 million annually, growing at about 10% per year.
The composite organization invests in Forrester Decisions to help the business successfully complete transformational initiatives (such as CX, technology, marketing, sales, or product transformation). Four Forrester Decisions licenses are purchased in the first year: two for leadership personas (such as director) and two additional licenses for supporting roles. An additional team member license is purchased each year as usage of Forrester Decisions deepens.
Ref. | Benefit | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|
Atr | Improved success rate of transformational initiatives | $201,600 | $403,200 | $748,800 | $1,353,600 | $1,079,080 |
Btr | Faster time to value for transformational initiatives | $77,835 | $175,128 | $252,963 | $505,926 | $405,548 |
Ctr | Optimized market expansion | $255,000 | $384,200 | $445,672 | $1,084,872 | $884,179 |
Dtr | Gained operational efficiency | $51,300 | $69,563 | $87,364 | $208,227 | $169,764 |
Total benefits (risk-adjusted) | $585,735 | $1,032,091 | $1,534,799 | $3,152,625 | $2,538,571 |
Forrester Decisions helped leaders set better strategy, gain alignment, and activate on initiatives — increasing the likelihood of success for their transformational initiatives.
Interviewees and survey respondents described their transformational initiatives as including several layers of change as well as goals across the organization. However, to be considered “successful,” core areas of transformation had to be completed and adopted and key metrics needed to be met. In this context, they described how Forrester Decisions increased the likelihood of success for their transformational initiatives, especially by addressing these core factors:
Forrester leveraged interview and survey data to model the financial impact for the composite organization, assuming that:
Results may not be representative of all experiences, and the benefit will vary among organizations depending on the following factors:
To account for these risks, Forrester adjusted this benefit downward by 20%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $1.1 million.
Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
---|---|---|---|---|---|---|
A1 | Number of transformational marketing, sales, CX, digital, and IT initiatives using Forrester Decisions | CompositeYour Organization | 3 | 3 | 3 | |
A2 | Improved success rate of strategic initiatives due to Forrester Decisions (relative percentage) | Survey and interviews | 7.00% | 14.00% | 26.00% | |
A3 | Business value of each transformational initiative | CompositeYour Organization | $1,200,000 | $1,200,000 | $1,200,000 | |
At | Improved success rate of transformational initiatives | A1*A2*A3 | $252,000 | $504,000 | $936,000 | |
Risk adjustment | ↓20% | |||||
Atr | Improved success rate of transformational initiatives (risk-adjusted)) | $201,600 | $403,200 | $748,800 0 | ||
Three-year total: $1,353,600 | Three-year present value: $1,079,080 | |||||
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Forrester Decisions also enabled leaders to complete transformation initiatives faster than would have been otherwise possible. Leaders and their teams more quickly built knowledge, set strategy, aligned key stakeholders, secured approvals, and jump-started work with best practices and frameworks. Further, with the knowledge and guidance from Forrester Decisions, teams were more likely to do things right the first time rather than wasting time and needing to do rework afterward.
Interviewees and survey respondents described how Forrester Decisions helped accelerate initiatives.
Forrester leveraged interview and survey data to model the financial impact for the composite organization, assuming that:
Results may not be representative of all experiences, and the benefit will vary among organizations depending on the following factors:
To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV of just under $1,278,000.
Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | ||
---|---|---|---|---|---|---|---|
B1 | Number of FTEs supporting each transformational initiative and using resources from Forrester Decisions | CompositeYour Organization | 24 | 24 | 24 | ||
B2 | Labor hours per FTE per transformational initiative | Interviews | 347 | 347 | 347 | ||
B3 | Average FTE hourly salary (fully burdened) | TEI standard | $45 | $45 | $45 | ||
B4 | Subtotal: Labor cost per transformational initiative | B1*B2*B3 | $374,760 | $374,760 | $374,760 | ||
B5 | Number of transformational CX, digital, and IT initiatives using Forrester Decisions | A1 | 3 | 3 | 3 | ||
B6 | Reduced initiative length due to Forrester Decisions (weeks) | Interviews and survey | 4 | 9 | 13 | ||
Bt | Faster time to value for transformational initiatives | B4*B5*B6/52 | $86,483 | $194,587 | $281,070 | ||
Risk adjustment | ↓10% | ||||||
Btr | Faster time to value for transformational initiatives (risk-adjusted) | $77,835 | $175,128 | $252,963 | |||
Three-year total: $505,926 | Three-year present value: $405,548 | ||||||
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Forrester Decisions also helped interviewed leaders to drive new revenue through market expansion. Driving new revenue tended to result from two major types of improvements made through Forrester Decisions. First, as inter-departmental alignment improved, revenue was generated more efficiently and through new opportunities. Second, expansion into new verticals was optimized using analysts and Forrester Decisions research to guide key decisions and prioritization of market segments.
Interviewees and survey respondents described how Forrester Decisions enabled market expansion:
Forrester leveraged interview and survey data to model the financial impact for the composite organization, assuming that:
Results may not be representative of all experiences, and the benefit will vary between organizations depending on the following factors:
To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV of more than $884,000.
Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | ||
---|---|---|---|---|---|---|---|
C1 | Product revenue without benefit of Forrester Decisions | CompositeYour Organization | $100,000,000 | $113,000,000 | $131,080,000 | ||
C2 | Incremental revenue made possible through research and guidance from Forrester Decisions (percentage of product revenue) | Interviews | 3.00% | 4.00% | 4.00% | ||
C3 | Subtotal: Additional revenue gained from optimized market expansion | C1*C2 | $3,000,000 | $452,000 | $524,320 | ||
C4 | Profit margin | Interviews | 10% | 10% | 10% | ||
Ct | Optimized market expansion | C1*C2*C4 | $300,000 | $452,000 | $524,320 | ||
Risk adjustment | ↓15% | ||||||
Ctr | Optimized market expansion (risk-adjusted) | $255,000 | $384,200 | $445,672 | |||
Three-year total: $1,084,872 | Three-year present value: $884,179 | ||||||
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Forrester Decisions enabled customers to make organizational changes that saved employees time in their everyday work.
Forrester leveraged interview and survey data to model the financial impact for the composite organization, assuming that:
Results may not be representative of all experiences, and the benefit will vary among organizations depending on the following factors:
To account for these risks, Forrester adjusted this benefit downward by 5%, yielding a three-year, risk-adjusted total PV of $170,000.
Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | ||
---|---|---|---|---|---|---|---|
D1 | Employees gaining efficiency from improved onboarding, alignment, and collaboration | CompositeYour Organization | 200 | 226 | 262 | ||
D2 | Hours saved per employee per month from using Forrester Decisions templates and training | Survey | 1.0 | 1.2 | 1.3 | ||
D3 | Average FTE hourly salary (fully burdened) | TEI standard | $45 | $45 | $45 | ||
D4 | Time recapture | TEI standard | 50% | 50% | 50% | ||
Dt | Gained operational efficiency | D1*D2*12*D3*D4 | $54,000 | $73,224 | $91,962 | ||
Risk adjustment | ↓5% | ||||||
Dtr | Gained operational efficiency (risk-adjusted) | $51,300 | $69,563 | $87,364 | |||
Three-year total: $382,500 | Three-year present value: $317,074 | ||||||
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Forrester Decisions also enabled the following additional qualitative benefits for interviewees and survey respondents that their organizations experienced but were not able to quantify:
Interviewees often used Forrester Decisions analyst and peer groups to practice for executive pitches to secure support from key decision-makers.
The senior director of revenue marketing of an industrial office equipment organization said: “We came into a situation where we had to reclaim trust in the organization, and Forrester’s support helped us to establish that trust for ourselves. Along the way, Forrester itself earned the trust of our executive team.”
A surveyed B2B manager of a technology company said: “The relationship with Forrester Decisions has backed up a lot of the notions and assumptions that we had been operating under with credible and researched-based proof. This has helped secure more funding for larger initiatives and drive cross-functional alignment.”
Interviewees mentioned that a major use case for Forrester Decisions was allowing them to more thoroughly vet major investments, such as new technology or processes. This reduced the risk of making decisions that would not only waste time and resources but also harm the reputation of decision-makers.
Forrester analysts conducted and published research, provided guidance sessions for license holders, and planned and delivered strategy sessions. Interviewees consistently mentioned the strength of their engagement with analysts as a key factor in the success of their initiatives.
Forrester Decisions licenses holders had access to expert and outside perspectives that often provided them with new ways of thinking not available to them internally. Many interviewees noted that this was a major source of value in their relationship with Forrester as it had been difficult to address new problems with a limited set of approaches.
Forrester Decisions provided license holders with a network of analysts and peers who had similar experience. Interviewees noted that these relationships provided deep value to them not just on an initiative-by-initiative basis but also for long-term professional and personal development.
The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement Forrester Decisions and later realize additional uses and business opportunities, including:
Leveraging Forrester Decisions allowed decision-makers to focus their teams and key resources on other priorities. In the long term, this allowed the organizations to operate leaner and prioritize resources toward areas of higher return.
Customers mentioned that becoming a customer-obsessed organization is important for their strategy and that Forrester Decisions enabled that shift. Changing this direction provided additional options and opportunities for the organization long after initially adopting Forrester Decisions.
Flexibility would also be quantified when evaluated as part of a specific project (described in more detail in Appendix A).
Ref. | Cost | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|---|
Etr | Forrester Decisions license costs | $0 | $154,000 | $169,400 | $191,400 | $514,800 | $423,802 |
Ftr | Labor to leverage Forrester resources | $0 | $105,101 | $108,192 | $129,830 | $343,123 | $282,50 |
Total costs (risk-adjusted) | $0 | $259,101 | $277,592 | $321,230 | $857,923 | $706,307 |
Interviewed decision-makers and license holders noted that they paid Forrester a fee based on the number and types of license holders who had access to the Forrester Decisions service.
Forrester leveraged interview and survey data to model the financial impact for the composite organization, assuming that:
Results may not be representative of all experiences, and the cost will vary among organizations depending on the following factors:
To account for these risks, Forrester adjusted this cost upward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of less than $424,000.
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 |
---|---|---|---|---|---|---|
E1 | Forrester Decisions license costs | CompositeYour Organization | $0 | $140,000 | $154,000 | $174,000 |
Et | Forrester Decisions license costs | E1 | $0 | $140,000 | $154,000 | $174,000 |
Risk adjustment | ↑10% | |||||
Etr | Forrester Decisions license costs (risk-adjusted) | $0 | $154,000 | $169,400 | $191,400 | |
Three-year total: $514,800 | Three-year present value: $423,802 | |||||
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In addition to the annual cost of Forrester Decisions licenses, interviewees noted that an investment in time and labor was required for their transformational and market expansion initiatives to be successful. During this time, some of their team’s labor was spent engaging with Forrester.
Forrester leveraged interview and survey data to model the financial impact for the composite organization, assuming that:
Results may not be representative of all experiences, and the cost will vary among organizations depending on the following factors:
To account for these risks, Forrester adjusted this cost upward by 15%, yielding a three-year, risk-adjusted total PV of $283,000.
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 |
---|---|---|---|---|---|---|
F1 | Ongoing hours for advisory sessions (monthly) | CompositeYour Organization | 0 | 2 | 2 | 2 |
F2 | Ongoing hours reading Forrester research (monthly) | Interviews | 0 | 6 | 6 | 6 |
F3 | Ongoing hours for Forrester certification programs (monthly) | Interviews | 0 | 2 | 2 | 2 |
F4 | Ongoing hours for additional Forrester engagement related to ongoing initiatives (monthly) | Interviews | 0 | 4 | 4 | 4 |
F5 | Hours to use and adopt Forrester resources with existing initiatives, training, and strategy (monthly) | Interviews | 0 | 3 | 0 | 0 |
F6 | Subtotal: Time spent engaging with Forrester per month per license holder | F1+F2+F3+F4+F5 | 0 | 17 | 414 | 14 |
F7 | Number of Forrester Decisions license holders | CompositeYour Organization | 4 | 4 | 5 | 6 |
F8 | Average hourly salary per license holder | TEI standard | $112 | $112 | $112 | $112 |
Ft | Labor to leverage Forrester resources | (F6*12 months)*F7*F8 | $0 | $91,392 | $94,080 | $112,896 |
Risk adjustment | ↑15% | |||||
Ftr | Labor to leverage Forrester resources (risk-adjusted) | $0 | $105,101 | $108,192 | $129,830 | |
Three-year total: $343,123 | Three-year present value: $282,505 | |||||
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These risk-adjusted ROI, NPV, and payback period values are determined by applying risk-adjustment factors to the unadjusted results in each Benefit and Cost section.
Initial | Year 1 | Year 2 | Year 3 | Total | Present Value | |
---|---|---|---|---|---|---|
Total costs | $0 | ($259,101) | ($277,592) | ($321,230) | ($857,923) | ($706,307) |
Total benefits | $0 | $585,735 | $1,032,091 | $1,534,799 | $3,152,625 | $2,538,571 |
Net benefits | $0 | $326,634 | $754,499 | $1,213,569 | $2,294,702 | $1,832,264 |
ROI | 259% | |||||
Payback period (months) | 6 months | |||||
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Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists vendors in communicating the value proposition of their products and services to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of IT initiatives to both senior management and other key business stakeholders.
Benefits represent the value delivered to the business by the product. The TEI methodology places equal weight on the measure of benefits and the measure of costs, allowing for a full examination of the effect of the technology on the entire organization.
Costs consider all expenses necessary to deliver the proposed value, or benefits, of the product. The cost category within TEI captures incremental costs over the existing environment for ongoing costs associated with the solution.
Flexibility represents the strategic value that can be obtained for some future additional investment building on top of the initial investment already made. Having the ability to capture that benefit has a PV that can be estimated.
Risks measure the uncertainty of benefit and cost estimates given: 1) the likelihood that estimates will meet original projections and 2) the likelihood that estimates will be tracked over time. TEI risk factors are based on “triangular distribution.”
The initial investment column contains costs incurred at “time 0” or at the beginning of Year 1 that are not discounted. All other cash flows are discounted using the discount rate at the end of the year. PV calculations are calculated for each total cost and benefit estimate. NPV calculations in the summary tables are the sum of the initial investment and the discounted cash flows in each year. Sums and present value calculations of the Total Benefits, Total Costs, and Cash Flow tables may not exactly add up, as some rounding may occur.
Role | Industry | Region | Revenue |
Senior director of revenue marketing | Industrial office equipment | North America | $4 billion |
Senior manager of sales enablement | Software | EMEA | $3 billion |
Vice president of enterprise and business architecture | Financial services | North America | $23 billion |
Chief enterprise architect | Global recruitment, staffing, and professional services | North America | $16 billion |
Online Resources
Abbott Ikeler, “The Under-Examined Public: Making Sense of Industry Analysts and Analyst Relations,” Journal of Promotion Management, October 11, 2008
Abbott Ikeler, “Managing and Measuring Industry Analyst Relations,” Research Yearbook, 2006
Jianlei Hou, “Quantification of Firm-Analyst Relationship: Evidence from China,” Open Journal of Business Management, July 2022
Learn more about the Forrester Decisions portfolio.
Forrester Unveils Forrester Decisions, A New Research Portfolio To Help Firms Achieve Business Outcomes Faster, Forrester press release, May 3, 2021
1 Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists vendors in communicating the value proposition of their products and services to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of IT initiatives to both senior management and other key business stakeholders.
2 These figures are based on one organization decision-maker and Forrester Decisions license holder responding to the question “Please estimate your average success rate for initiatives before and after Forrester Decisions,” and two organization decision-makers and Forrester Decisions license holders responding to the question, “Please estimate your average success rate for initiatives before and after Forrester Decisions.”
3 These figures are based on 26 organization decision-makers and Forrester Decisions license holders responding to the question “Has using Forrester Decisions helped you or your organization achieve any of the following benefits? Forrester Decisions has helped me …” with 21 respondents selecting “Save time or accelerate results.”
4 These figures are based on three organization decision-makers and Forrester Decisions license holders responding to the question “Please estimate the percentage that Forrester Decisions has shortened the planning timeline for new initiatives.”
5 These figures are based on 22 organization decision-makers and Forrester Decisions license holders responding to the question “Overall, how successful have you been in achieving the top goals you had for your Forrester Decisions investment?” with the response “Enhance customer experience and boost revenue.”
6 These figures are based on six organization decision-makers and Forrester Decisions license holders responding to the question “Please estimate much time each new employee or employee in a new role saves on average by using Forrester Decisions training resources.”
7 These figures are based on 13 organization decision-makers and Forrester Decisions license holders responding to the question “Please estimate how much time on average you have personally saved by using a Forrester Decisions framework to guide your thinking when working on each new initiative.”
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