A Forrester Total Economic Impact™ Study Commissioned By Google, April 2024
Organizations looking to scale their development teams are often met with complex onboarding processes, inconsistent workflow environments, and local code storage practices. These challenges threaten enterprise security and impede efficiency. In response, organizations are seeking a solution that provides developers with a consistent and secure toolset without the need for costly on-premises resources.
Cloud Workstations from Google Cloud provide developers with a secure managed development environment that simplifies onboarding and accelerates workflow productivity. Accessible via browser or local IDE, administrators and platform teams provision preconfigured workstations for developers to apply customization as needed. Cloud Workstations include a native integration with Gemini Code Assist, an AI-powered collaborator, to further assist developers in problem-solving code and building applications faster.
Google commissioned Forrester Consulting to conduct a Total Economic Impact™ (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying Cloud Workstations.1 The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of Cloud Workstations on their organizations.
Return on investment (ROI)
293%
Net present value (NPV)
$2.32M
“The rationale of what drove us to use Cloud Workstations is security and security overhead. From a security standpoint, we’re able to control access to our code base. We can assure that you can use other elements of Google’s identity management to ensure that only our developer team can access Cloud Workstations.”
Lead, collaborative tools, government
To better understand the benefits, costs, and risks associated with this investment, Forrester interviewed five representatives with experience using Cloud Workstations. For the purposes of this study, Forrester aggregated the interviewees’ experiences and combined the results into a single composite organization that is a global enterprise with 10,000 employees. Developers, data scientists, and IT admins are users of Cloud Workstations. The composite maintains four clusters in four global regions (europe-west4, us-central-1, asia-southeast-1, southamerica-east-1), and each workstation is comprised of 4 vCPU, 16 GB RAM, and 200 GB of storage.
“Developers can use any laptop, connect to Workstations, and start coding without any additional installation requirements on their laptop. They can work from anywhere … and the performance has been really good.”
Head, infrastructure, IT consulting
Interviewees explained how, prior to Cloud Workstations, their organizations’ IT admins devoted a significant amount of time to provisioning new hardware for each developer and on maintenance to adhere to compliance and security protocols. This impeded workflow efficiency for both the admin and development teams. By developing code locally on individualized machines, developers and data scientists lacked the ability to collaborate with their peers as every machine was configured in a unique way. The interviewees’ organizations were also unable to enforce proper identity management practices and ensure their intellectual property was secure, as code lived across disparate machines.
“What we have right now is the 1D policy. 1D means you need one day to get code from development to production, with all the testing [and] the approvals in between. [Before Cloud Workstations, this] took at least a week, if not two weeks. Now you have all-in-one kind of integration. Developer productivity is really high. Everything they need is there, and you can even access AI now."
Head, cyber center of excellence, financial services
After the investment in Cloud Workstations, the interviewees shared that their organizations’ IT admins, developers, and data scientists gained efficiencies in their respective onboarding, coding, and project setup tasks. Standardized workstations fostered collaboration amongst their organizations’ users and demonstrated the advantage of deploying Cloud Workstations more broadly across their teams in the future. Gemini Code Assist afforded these users additional productivity gains by automating traditionally manual tasks and introducing ways to tackle new tasks (such as code translation) that were previously impossible.
“One important point is that we have 350 developer users, but we are at the start of the production. The users will grow massively, by 3x or 5x maybe, in the next year.”
Product owner, automotive manufacturer
Quantified benefits. Three-year, risk-adjusted present value (PV) quantified benefits for the composite organization include:
Unquantified benefits. Benefits that provide value for the composite organization but are not quantified for this study include:
Costs. Three-year, risk-adjusted PV costs for the composite organization include:
The representative interviews and financial analysis found that a composite organization experiences benefits of $3.1 million over three years versus costs of $791,000, adding up to a net present value (NPV) of $2.3 million and an ROI of 293%.
“We see a lot of benefits from Cloud Workstations that can support us on the productivity improvements … with Duet AI, the security patches, self-serving capabilities, [and] identity management. Those benefits [provide] productivity improvements for both developers and for the admins.”
Head, infrastructure, IT consulting
“We don’t want to manage operating systems. We don’t want to manage basic software. We want to have the simplicity of a button, click on it, and have the environment run under our configuration. This is exactly what Cloud Workstation does.”
Head, cyber center of excellence, financial services
Return on investment (ROI)
Benefits PV
Net present value (NPV)
Payback
From the information provided in the interviews, Forrester constructed a Total Economic Impact™ framework for those organizations considering an investment Cloud Workstations.
The objective of the framework is to identify the cost, benefit, flexibility, and risk factors that affect the investment decision. Forrester took a multistep approach to evaluate the impact that Cloud Workstations can have on an organization.
Interviewed Google stakeholders and Forrester analysts to gather data relative to Cloud Workstations.
Interviewed five representatives at organizations using Cloud Workstations to obtain data about costs, benefits, and risks.
Designed a composite organization based on characteristics of the interviewees’ organizations.
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 interviewees.
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 commissioned by Google and delivered by Forrester Consulting. It 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 Cloud Workstations.
Google reviewed and provided feedback to Forrester, but Forrester maintains editorial control over the study and its findings and does not accept changes to the study that contradict Forrester’s findings or obscure the meaning of the study.
Google provided the customer names for the interviews but did not participate in the interviews.
Consulting Team:
Maria Kulikova
Sarah Lervold
Role | Industry | Region | Users And Employees | Time Since Cloud Workstations Deployment |
---|---|---|---|---|
Lead, collaborative tools | Government | United States | 20 (developer/admin) 5,400 employees |
6 months |
Head, cyber center of excellence | Financial services | Germany | 350 developers 100 data scientists 50 operators 48,000 employees |
15 months |
Head, infrastructure | IT consulting | Global | 200 developers 5,000 employees |
6 months |
DevOps engineer Product owner |
Automotive manufacturer | France | 350 developers 120,000 employees |
12 months |
Prior to Cloud Workstations, four of the interviewees noted their organizations deployed on-premises workstations while the fifth interviewee noted their organization had a cloud-based workstation solution. For those with on-premises solutions, interviewees detailed the significant cost required to maintain servers and the IT admin overhead required to manually onboard and offboard each developer. Additionally, with local machines, the interviewees’ organizations struggled to enforce proper security measures and developers remained siloed in their workflows. The interviewee whose organization used a cloud-based infrastructure explained how the solution was significantly more costly than Cloud Workstations and lacked the flexibility their developers needed. This interviewee also noted how their previous solution did not prioritize energy-saving activities, such as shutting down after periods of inactivity.
The interviewees noted how their organizations struggled with common challenges, including:
“First is integration. Integration into our ecosystem, enabling all the developers. Second is security and compliance. Third is working together with Google because they listened to what we needed from them and they adapted, which is great.”
Head, cyber center of excellence, financial services
“During our pilot, we identified 60% of the cost reduction for the same configuration for the workstation that we provide on [our previous cloud provider] versus the one we have on Google Cloud Platform.”
Head, infrastructure, IT consulting
“We decided to use Cloud Workstation to secure the code into this cloud environment. The policy is really no-code on local computer.”
Product owner, automotive manufacturer
The interviewees’ organizations searched for a solution that could:
“If an admin from the cloud service provider is trying to access our Cloud Workstations, we need to approve it. There needs to be transparency about who has access and what they are doing with it. It needs to be certified under security standards such as ISO 27001. It’s a long list of requirements, but Google has all the checkmarks.”
Head, cyber center of excellence, financial services
Based on the interviews, Forrester constructed a TEI framework, a composite company, and an ROI analysis that illustrates the areas financially affected. The composite organization is representative of the five interviewees, and it is used to present the aggregate financial analysis in the next section. The composite organization has the following characteristics:
Description of composite. The composite organization is a global enterprise with 10,000 employees. Developers, data scientists and admin are active users of Cloud Workstations. Prior to deployment, the composite used a combination on-premises and cloud-based infrastructure to support its development environment.
Deployment characteristics. The composite implements Cloud Workstations over four months. The composite maintains four clusters to account for latency management across four global regions, and each workstation is comprised of 4 vCPU, 16 GB RAM, and 200 GB of storage. In Year 1, 50 developers and 15 data scientists use Cloud Workstations. In Year 2, the user count increases to 100 and 20, respectively, and in Year 3, the user count increases to 150 and 25, respectively. Two IT administrators maintain the platform across all three years.
Ref. | Benefit | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|---|
Atr | Increase in developers’ productivity | $0 | $360,000 | $1,200,000 | $2,160,000 | $3,720,000 | $2,941,848 |
Btr | Increase in IT admin efficiency | $0 | $41,600 | $41,600 | $41,600 | $124,800 | $103,453 |
Ctr | Data scientists time savings | $0 | $20,250 | $27,000 | $33,750 | $81,000 | $66,080 |
Total benefits (risk-adjusted) | $0 | $421,850 | $1,268,600 | $2,235,350 | $3,925,800 | $3,111,381 | |
Evidence and data. Interviewees explained that their organizations’ developers gained efficiencies because of Cloud Workstation’s convenient, browser-based IDE solution. Developers also experienced less downtime required for scheduled maintenance activities, such as security patching, with Cloud Workstations. Interviewees commented that Gemini Code Assist provided additional productivity gains for developers, assisting with documenting and validating code and generating unit tests. Interviewees expected to realize significant increases in productivity from Gemini Code Assist over time.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. The benefit of improved developer productivity may vary based on:
Results. To account for these risks, Forrester adjusted this benefit downward by 20%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $2.9 million.
Up to 30%
Time saved per developer using Cloud Workstations and Gemini Code Assist
“Cloud Workstations comes with the Gemini Code Assist coding assistant. We did an initial pilot on Gemini Code Assist a while ago [which was] not directly associated with the workstation. … I conducted another survey AI by comparing the PR accounts for developer who’s working with Gemini Code Assist. For that survey, we saw 30% of productive improvements.”
Head, cyber center of excellence, financial services
“Now developers don’t have to write the documentation. They ask Gemini Code Assist to generate the documentation and afterwards only fix some words. It also allows for structured documentation, because documentation across developers might look completely different. Now when you use the same prompt to generate the documentation, it will look similar and will have a structure which makes it much easier to consume.”
Head, cyber center of excellence, financial services
“With Gemini Code Assist, they are currently using it for code translation. … With the AI, you are translating code files into a modern language and then you can read and understand the code. This is where code written long ago with a valid use case can be modernized.”
Head, cyber center of excellence, financial services
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 |
---|---|---|---|---|---|---|
A1 | Number of developers onboarded | Composite | 50 | 100 | 150 | |
A2 | Average fully burdened developer salary (annual) | TEI standard | $150,000 | $150,000 | $150,000 | |
A3 | Percentage of time spent on coding and documentation tasks before | Interviews | 80% | 80% | 80% | |
A4 | Percentage of time saved on coding with Cloud Workstations | Interviews | 10% | 15% | 15% | |
A5 | Percentage of time saved due to Gemini Code Assist | Interviews | 5% | 10% | 15% | |
A6 | Subtotal: Percentage of time saved in total | A4+A5 | 15% | 25% | 30% | |
A7 | Productivity recapture | TEI standard | 50% | 50% | 50% | |
At | Increase in developers’ productivity | A1*A2*A3*A6*A7 | $0 | $450,000 | $1,500,000 | $2,700,000 |
Risk adjustment | ↓20% | |||||
Atr | Increase in developers’ productivity (risk-adjusted) | $0 | $360,000 | $1,200,000 | $2,160,000 | |
Three-year total: $3,720,000 | Three-year present value: $2,941,848 |
Evidence and data. Interviewees explained that in their organizations’ previous environments, their IT admin were responsible for onboarding and offboarding developers. Aside from initial setup, this included configuring and monitoring all machines to adhere to necessary compliance and security standards. With Cloud Workstations, IT admin no longer orchestrated these time-consuming responsibilities for on-premises equipment.
“Because of the flexibility of the management and the product of Cloud Workstations, we can open the access to the entire R&D team. Anybody can come to the platform [and] provision their own Cloud Workstation without additional support from IT team. Previously for onboarding offboarding system management, we had to have a dedicated IT team to help. Now everything has been fully integrated, so there’s no IT intervention required for getting engineers onboard and offboard. We can save a lot of IT bandwidth.”
Head, infrastructure, IT consulting
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. The benefit of increase in IT admin efficiency may vary based on:
Results. To account for these risks, Forrester adjusted this benefit downward by 20%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $103,000.
80%
Percentage of IT admin time saved on onboarding and support
“I can scale to 50 people with Cloud Workstations with no more toil to our security and monitoring people than if I had the same 15. It’s the same essential overhead as opposed to VMs. If I multiply the number of users by 10, the workload also went up by 10.”
Lead, collaborative tools, government
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | |
---|---|---|---|---|---|---|---|
B1 | Number of IT admin team members | Composite | 2 | 2 | 2 | ||
B2 | Average fully burdened IT admin salary (annual) | TEI standard | $130,000 | $130,000 | $130,000 | ||
B3 | Percentage of time spent on onboarding and support for developers before | Interview | 50% | 50% | 50% | ||
B4 | Percentage of time saved with Cloud Workstations | Interview | 80% | 80% | 80% | ||
B5 | Productivity recapture | TEI standard | 50% | 50% | 50% | ||
Bt | Increase in IT admin efficiency | B1*B2*B3*B4*B5 | $0 | $52,000 | $52,000 | $52,000 | |
Risk adjustment | ↓20% | ||||||
Btr | Increase in IT admin efficiency (risk-adjusted) | $0 | $41,600 | $41,600 | $41,600 | ||
Three-year total: $124,800 | Three-year present value: $103,453 |
Evidence and data. The head of the cyber center of excellence at a financial service organization explained that their organization’s data scientists used Cloud Workstations to run tests on data and stage the data to databases. With Cloud Workstations, this user group gained efficiencies from no longer setting up VMs at the start of each new data project due to required software and infrastructure updates that allowed access to the latest data libraries. With these time savings, data scientists could focus on running and analyzing more code.
The head of the cyber center of excellence at a financial service organization shared: “The big time savings for data scientists is that they don’t have to set up their own VM to manage everything. It’s just two clicks away. They’re getting rid of a setup time [that] previously [took them] two weeks, [and now] goes down to 2 seconds.”
Up to 15%
Time saved on project setup for data scientists with Cloud Workstations
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. The benefit of data scientists’ productivity will vary based on:
Results. To account for these risks, Forrester adjusted this benefit downward by 20%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $66,000.
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | |
---|---|---|---|---|---|---|---|
C1 | Number of data scientists | Composite | 15 | 20 | 25 | ||
C2 | Average fully burdened data scientist salary (annual) | TEI standard | $150,000 | $150,000 | $150,000 | ||
C3 | Percentage of time spent on project setup before | Interview | 15% | 15% | 15% | ||
C4 | Percentage of time saved on project setup with Google Cloud Workstations | Interview | 15% | 15% | 15% | ||
C5 | Productivity recapture | TEI standard | 50% | 50% | 50% | ||
Ct | Data scientists time savings | C1*C2*C3*C4*C5 | $0 | $25,313 | $33,750 | $42,188 | |
Risk adjustment | ↓20% | ||||||
Ctr | Data scientists time savings (risk-adjusted) | $0 | $20,250 | $27,000 | $33,750 | ||
Three-year total: $81,000 | Three-year present value: $66,080 |
Interviewees mentioned the following additional benefits that their organizations experienced but were not able to quantify:
“A cloud-based system like this allows developers to avoid the risk of malware or of software being downloaded on the local machine, on the network that can go lateral.”
Lead, collaborative tools, government
The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement Cloud Workstations and later realize additional uses and business opportunities, including:
Flexibility would also be quantified when evaluated as part of a specific project (described in more detail in Appendix A).
“I think Gemini Code Assist is at an amazing starting point, kind of wild where it could go.”
Lead, collaborative tools, government
Ref. | Cost | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|---|
Dtr | Annual infrastructure costs and managed service fee | $0 | $110,240 | $194,340 | $273,517 | $578,097 | $466,327 |
Etr | Implementation and ongoing costs | $115,920 | $88,265 | $81,641 | $81,641 | $367,466 | $324,970 |
Total costs (risk-adjusted) | $115,920 | $198,505 | $275,980 | $355,158 | $945,563 | $791,297 | |
Evidence and data. Each interviewee’s organization paid Google an annual infrastructure cost and managed service fee to grant their user access to a workstation and Gemini Code Assist.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. The cost of annual infrastructure and managed service fee may vary based on:
Results. To account for these risks, Forrester adjusted this cost upward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $466,000.
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | |
---|---|---|---|---|---|---|---|
D1 | Annual infrastructure and managed service fee | Composite | $95,861 | $168,991 | $237,841 | ||
Dt | Annual infrastructure costs and managed service fee | D1 | $0 | $95,861 | $168,991 | $237,841 | |
Risk adjustment | ↑15% | ||||||
Dtr | Annual fees (risk-adjusted) | $0 | $110,240 | $194,340 | $273,517 | ||
Three-year total: $578,097 | Three-year present value: $466,327 |
Evidence and data. Interviewees explained that Cloud Workstations’ implementation included workstation setup and configuring access to meet security standards. Some interviewees noted their organizations dedicated additional time to customizations across their development environments. In general, interviewees noted that users spent a few weeks on onboarding and initial training.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. The cost of implementation and ongoing costs may vary depending on:
Results. To account for these risks, Forrester adjusted this cost upward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $325,000
“The same person who was a skeptic was the same person who had to set up all the VMs. ... Once all the quirks of the deployment work during that four-to-six-week period got ironed out, I think I never heard anything ever again.”
Lead, collaborative tools, government
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | |
---|---|---|---|---|---|---|---|
E1 | Number of IT admin team members | Composite | 2 | 1 | 1 | 1 | |
E2 | Number of hours spent | Interview | 800 | 624 | 624 | 624 | |
E3 | Average fully burdened IT admin salary (hourly) | TEI standard | $63 | $63 | $63 | $63 | |
E4 | Subtotal: Implementation and ongoing admin costs | E1*E2*E3 | $100,800 | $39,312 | $39,312 | $39,312 | |
E5 | Number of users to be trained | Y1: (A1+C1) | 65 | 55 | 55 | ||
E6 | Training hours | Interview | 8 | 8 | 8 | ||
E7 | Average fully burdened employee salary (hourly) | TEI standard | $72 | $72 | $72 | ||
E8 | Subtotal: Training | E5*E6*E7 | $37,440 | $31,680 | $31,680 | ||
Et | Implementation and ongoing costs | E4+E8 | $100,800 | $76,752 | $70,992 | $70,992 | |
Risk adjustment | ↑15% | ||||||
Etr | Implementation and ongoing costs (risk-adjusted) | $115,920 | $88,265 | $81,641 | $81,641 | ||
Three-year total: $367,466 | Three-year present value: $324,970 |
The financial results calculated in the Benefits and Costs sections can be used to determine the ROI, NPV, and payback period for the composite organization’s investment. Forrester assumes a yearly discount rate of 10% for this analysis.
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 | ($115,920) | ($198,505) | ($275,980) | ($355,158) | ($945,563) | ($791,297) |
Total benefits | $0 | $421,850 | $1,268,600 | $2,235,350 | $3,925,800 | $3,111,381 |
Net benefits | ($115,920) | $223,345 | $992,620 | $1,880,192 | $2,980,237 | $2,320,084 |
ROI | 293% | |||||
Payback | 7 months | |||||
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 present or current value of (discounted) cost and benefit estimates given at an interest rate (the discount rate). The PV of costs and benefits feed into the total NPV of cash flows.
The present or current value of (discounted) future net cash flows given an interest rate (the discount rate). A positive project NPV normally indicates that the investment should be made unless other projects have higher NPVs.
A project’s expected return in percentage terms. ROI is calculated by dividing net benefits (benefits less costs) by costs.
The interest rate used in cash flow analysis to take into account the time value of money. Organizations typically use discount rates between 8% and 16%.
The breakeven point for an investment. This is the point in time at which net benefits (benefits minus costs) equal initial investment or cost.
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.
Related Forrester Research
Christopher Condo and Andrew Cornwall, “Should You Care About Developer Productivity?,” Forrester Blogs.
“TuringBots Offer A Peek Into The Next Generation Of Software Development,” Forrester Research, Inc., November 21, 2022.
“Five Levers Of Developer Experience For Developers,” Forrester Research, Inc., September 6, 2023.
“Understand Developer Experience To Improve Business Outcomes,” Forrester Research, Inc., June 21, 2023.
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.
Forrester provides independent and objective research-based consulting to help leaders deliver key transformation outcomes. Fueled by our customer-obsessed research, Forrester’s seasoned consultants partner with leaders to execute on their priorities using a unique engagement model that tailors to diverse needs and ensures lasting impact. For more information, visit forrester.com/consulting.
© Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies.
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