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.
Finovate came to London again this week and I was lucky enough to attend. Here are my thoughts from the two days:
This year’s big theme was robo-advice. Every Finovate seems to have an unofficial, accidental theme with a large group of start-ups clustered around the same disruption, like PFM, mobile payments, small business banking or digital wallets. This year it was robo-advice.
Robo advice is starting to look crowded. Each of the new digital investment managers has a distinct story. Scalable Capital offers a sophisticated quantitative, value-at-risk strategy. MeetInvest helps investors mimic the strategies of famous investors like Benjamin Graham or Peter Lynch.* Investify lets investors choose themes that feel right. DriveWealth offers fractional share investing to allow low-cost access to the US markets. SwipeStox makes it easy to follow other investors through an app. Capitali.se converts ideas into trading rules. Europe has many countries and investors are diverse. Even so, the market is starting to seem crowded. Clearly the cost of managing investment portfolios is falling, which should enable firms to break even with fewer assets under management, but the costs of regulatory compliance and marketing to achieve growth have not diminished. Investment performance will sort the unicorns from the donkeys.
Games of buzzword bingo and comparisons of on-stage role-play to 1980s’ pornography acting…today’s comments on Twitter prove that it takes guts to face the sometimes cruel Finovate crowd. But if you want to measure the current beat of banking, wealth management, insurance, and startup hearts, there’s no better place than Finovate. Here are a few reflections on Finovate Europe 2016:
Robo-advice is all the rage. Just when blockchain made it into a Dilbert cartoon, it disappeared from the Finovate stage. The only mention of cryptocurrencies was during Ledger’s presentation of its “hardware wallets for decentralised applications” (bitcoins, basically). This is not a bad thing; Forrester advice is to maintain a healthy level of scepticism. Finovate isn’t the place to prove blockchain’s purported capabilities. We’ve also moved away from personal finance management (fondly called PFM), mobile payments, digital wallets. If you want to be in vogue, you now need to pay attention to digitising investment strategies, biometric authentication and contextual engagement. Apart from the international-payments startup Valuto, this year’s Best of Show winners (Capitali.se, DriveWealth, SwipeStox, EyeVerify, IDscan) all fall under the first two themes.