A CMO and a CIO walk into a hotel bar (Let’s call them Tom and Dick). After ordering a drink, Tom says, “Dick, I really need to start working with a DMP this year, and I want your help selecting one.” Dick says, “A DMP? My enterprise architecture team is building a near real-time, self-service data management platform. We’ll be done by the end of the year. You’re going to love it in 2017!” With an absent look on his face, Tom says “A DMP is a piece of AdTech that we can use to quickly target tailored audiences with our ad campaigns. It’s not a back-office data warehouse”. Dick laughs and says, “Ad campaigns? Didn’t you just buy a campaign management tool from one of those so-called marketing cloud vendors? You know, our CRM system has a campaign module, not to mention an enormous customer database.” Tom’s response: “You’re not getting it. Cross-Channel Campaign Management is a MarTech tool, not CRM. And a DMP is not a customer database.” Exasperated, Dick shouts, “What the hell is the difference between MarTech and AdTech anyway!”
Do you ever feel like you’re facing a moving target? Whether it’s the latest customer requirements, or how to improve operations, or to retain your best employees, or to price your products, the context in which you are doing business is increasingly dynamic. And, so are the tools you need to better understand that context? Everyone is talking about the promise of big data and advanced analytics, but we all know that companies struggle to reach the Holy Grail.
Data and analytics tools and the skills required to use them are changing faster than ever. Technologies that were university research projects just last year are now part of a wide range of products and services. How can firms keep up with the accelerated pace of innovation? Alas, many cannot. According to Forrester's Q3 2015 Global State Of Strategic Planning, Enterprise Architecture, And PMO Online Survey, 73% of companies understand the business value of data and aspire to be data-driven but just 29% confirm that they are actually turning data into action. Many firms report having mature data management, governance, and analytics practices, but yesterday's skills are not necessarily what they will need tomorrow — or even today.
The same goes for data sources. We all know that using external data sources enhances the insights from our business intelligence. But which data and where to get it?
With the incredible popularity of big data and Hadoop every Business Intelligence (BI) vendor wants to also be known as a "BI on Hadoop" vendor. But what they really can do is limited to a) querying HDFS data organized in HIVE tables using HiveQL or b) ingest any flat file into memory and analyze the data there. Basically, to most of the BI vendors Hadoop is just another data source. Let's now see what qualifies a BI vendor as a "Native Hadoop BI Platform". If we assume that all BI platforms have to have data extraction/integration, persistence, analytics and visualization layers, then "Native Hadoop/Spark BI Platforms" should be able to (ok, yes, I just had to add Spark)
Use Hadoop/Spark as the primary processing platform for MOST of the aforementioned functionality. The only exception is visualization layer which is not what Hadoop/Spark do.
Use distributed processing frameworks natively, such as
Generation of MapReduce and/or Spark jobs
Management of distributed processing framework jobs by YARN, etc
Note, generating Hive or SparkSQL queries does not qualify
Do declarative work in the product’s main user interface interpreted and executed on Hadoop/Spark directly. Not via a "pass through" mode.
Natively support Apache Sentry and Apache Ranger security
The transfer of power from companies to the customer is driving a wide variety of changes: some small and targeted and some that are far-reaching and fundamentally change the trajectory of companies (and careers I may add).
I had the pleasure of moderating a video webinar last week that explored the customer dynamic, specifically looking at how it will play out in 2016. We also looked at how companies sense and respond to this dynamic change: how well companies are reading the tea leaves and taking action, and what actions seem to matter to compete and win in a customer-led market.
I had a blast moderating this panel with Sharyn Leaver, Michelle Moorehead, and Harley Manning. If you saw it live or on-demand, I hope you had a blast as well and took something away that can make a difference for your company and yourself.
We captured the webinar through a thought-illustration that provides an artistic touch to a great conversation.
It’s complex, right? There are a lot of moving pieces, big ideas, and really big decisions; so, let’s break it down:
I am kicking off a research stream which will result in the "Text Analytics Roles & Responsibilities" doc. Before I finalize an RFI to our clients to see who/how/when/where they employ for these projects and applications, I'd like to explore what the actual roles and responsibilities are. So far we've come up with the following roles and their respective responsibilities
Business owner. The ultimate recipient of text analytics process results. So far I have
Customer intelligence analyst
Customer service/call center analyst
Competitive intelligence analyst
Product R&D analyst
Linguist/Data Scientist. Builds language and statistical rules for text mining (or modifies these from an off-the-shelf-product). Works with business owners to
Create "golden copies" of documents/content which will be used as base for text analytics
Works with data stewards and business ownes to define corporate taxonomies and lexicon
Data Steward. Owns corporate lexicon and taxonomies
Architect. Owns big data strategy and architecture (include data hubs, data warehouses, BI, etc) where unstructured data is one of the components
Developer/integrator. Develops custom built text analytics apps or embeds text analytics functionality into other applications (ERP, CRM, BI, etc)
Valentine’s Day is just around the corner, but for marketing and insights professionals, the love between a customer and a brand should be present all year round. Today, building loyal customer relationships is increasingly challenging; it requires effort, patience, and empathy. “Love at first sight” may be a fairytale and few consumers commit to a brand until death do them part, but those companies that forge deeply emotional bonds and align with consumer values gain a competitive edge.
Therefore, professionals striving to foster customer love must understand consumers holistically by answering questions like “What are consumers naturally most passionate about?” “Where are consumers engaging when not with my brand?” and “How do current lifestyles create opportunities to connect with new customers?”
My latest report, which blends Forrester’s Consumer Technographics® survey, behavioral, qualitative, and social listening data, reveals that US consumers who prioritize their health have a distinct attitude that sparks broader lifestyle choices. “Health-conscious” is not just a descriptor; it is also a driver, as consumer commitment to health stems from a deep need for self-improvement.
Steve Mills is the most important software executive you never heard of. He's so important that I've sometimes wondered whether I should write a book about him. Steve Mills retired in December 2015 as the executive vice president of IBM Software & Systems after 43 years. He invented IBM Software. You can read Fortune's story here.
In 1995, Steve saw something important: Software was becoming more important than hardware. He convinced Lou Gerstner, CEO of IBM, to launch a Software business. That might sound obvious now, but at the time it was radical. Hardware companies had tons of software (still do). But they didn't sell software; they gave it away to sell hardware.
Steve's the guy that convinced a business machines company it could still dance even as software was eating the world. To do it had to wrestle lots of code and control away from the hardware and independent businesses and get it marching in lockstep. He was the right guy for the job.
Steve was also a unique personality. He was as Big Blue as any IBMer I've ever met, and he fiercely protected IBM's interests. But he did it using software. Here are some Steve-isms that shine light on the things he believed in most about software:
Software is a high-growth, high-margin business. That's why Steve left his cozy sales job to convince the firm that Software should be its own busniness. When I first met him in 1998, he astounded me by marching a room of hard-boiled industry analysts through a three-hour tour de force of his entire software portfolio. He knew all the facts, numbers, and code releases. I think even his leadership team sat in awe. It was impressive, especially for the only history major in a room full of engineers.
The company closed its 1,971 US stores on Monday for four hours so that employees could attend a company meeting hosted by its co-CEOs Monty Moran and Steve Ells.
The setup was elaborate with studio lights, multiple cameras and a teleprompter. Chipotle took this seriously and while the content of the address was for employees the pomp and circumstance was for the public.
Ah yes, the obligatory customer logo slide. As an analyst you get to see a lot of these. (Too many, perhaps.) Any more, these slides mean less and less.
What matters in the digital world -- what Forrester calls the "Age of the Customer" -- is not how many companies or organizations you serve, but how much they appreciate working with you -- and whether or not they are willing to tell others that they do.
In B2B marketing, sharing customer logos is one small way of validating that you are an effective supplier of products and services. References are another. So are referred business and a host of other marketing programs aimed at turning customer goodwill into testimonial gold. In this digital age, where information accessibility and service-oriented business models favor buyers, it is essential to market with and through your advocates because:
Social opens up a new world of advocacy opportunities. Most B2B marketers and technology suppliers point to social sharing as the primary driver in making advocate marketing more important and effective today.
A subscription-centered economy makes retention essential. B2B firms must continue to demonstrate value to customers long after the ink dries on the contract to retain their business. Keeping the relationship fresh and top of mind is a key way to do that.
Operationalizing advocate marketing scales outcomes. B2B marketers are investing in advocacy to expand reference programs and encompass other aspects of the customer relationship beyond sales support. For little investment, many are seeing bigger returns.
Oracle's co-CEOs Safra Catz and Mark Hurd had very positive remarks regarding Oracle's Q2 performance: total revenues of $9 billion exceeded guidance, SaaS and PaaS bookings growth of 75% with revenue of $487 million up 38%. Meanwhile on-premise software revenues (software license, updates, and support) were flat at $6.4 billion.
Currently Oracle's sales professionals are working feverishly in the final weeks of closing Q3 on February 29 to keep this momentum moving in the right revenue direction to meet Q3 and Q4 guidance expectations. Then comes the fourth quarter and EOY revenue execution where we expect 40% of Oracle's full year revenue to be booked. Here's what we're seeing in the marketplace and from our client interactions and consulting projects.
Cloud Fusion momentum fueled by spirited sales. We are absolutely seeing the SaaS, PaaS, and IaaS revenue and client momentum being reported in Oracle's Q2 earnings release. We are also experiencing the sales tactics being employed to drive this aggressive growth – based on lucrative sales commission incentives and selling cloud products “credits” to reduce on-premise cost and support fees. We're seeing the same highly competitive sales game from Salesforce and Workday, among others.
Play Oracle's sales game — or don't. Oracle's account teams are infamous for their siloed divide-and-conquer approach to selling applications, database, and hardware. We advise our clients to effectively manage Oracle's sales teams by executive escalation and staying focused on business issues to receive the value they are paying for.