Now's the time when many of my clients start fleshing out plans for 2010 and putting together the business cases to pay for it all. And they’re telling me they need help. This year’s funding process will be tougher than ever thanks to the economy, so it’s important to make your business case not just good, but great. I’ve compiled a list of the research we've written over the last 2 years that sums up how to do that:
I typically don’t like to comment on rumors, but this one is too juicy (from the BI point of view) to pass by. Even though TIBCO’s business is primarily in application and process integration, enterprise service bus, middleware, messaging, etc., Business Intelligence implications of the rumored SAP/TIBCO merger are huge! By acquiring TIBCO SAP will get:
In my last post, I steered B2B marketers away from building social
destinations focused on their products and services by suggesting they
participate in open, social networks before jumping on the community
bandwagon. I do think there is a place for B2B communities, but these
sites need to focus truly on the community first, not trying to sell a
firm’s wares. Case in point: ComplianceOnline.
I wrote up how you can can use ComplianceOnline's model to build an online community serving the needs of your firm in a recent report. I found that B2B marketers can learn how to build a successful B2B community by
following three key lessons: Gather the best content, encourage the
community to vet and contribute to it, and give members equal
opportunity to engage with potential buyers who visit.
We are all familiar with the story – mobility is hot and is taking root within firms of all sizes. Why? Mobility solutions improve employee productivity and efficiencies. However, the down economic environment has changed corporate priorities. It is no surprise that our data shows that cost cutting activities for telecom data center, and servers dominate initiatives for the next year. See the report: Demand Insights: Enterprise Mobility 2009 for more information.
But, there is another story. We found that nearly 35% of companies identify offering more mobility support including deploying mobile applications and mobile devices as a critical or high priority for their companies in the coming year. This is not shabby during these difficult economic times.
If you’ve been wondering why an infrastructure leader would acquire a developer framework, the answer is a bit more complex that what shows
on the surface — and a lot more strategic. As stated in the press release and in the blogs by VMware CTO Steve Herrod and SpringSource
CEO Rod Johnson, the acquisition
helps by, “creating a single, integrated, build-run-manage solution for the
data center, private clouds,
and public clouds.” For the developer they will be able to use SpringSource
tools to fully describe their application as a VMware vApp “a deployment blueprint that describes how the various
machine images, middleware, and management components fit together and then
we can take that blueprint and ‘make it so’ with a single click,” Johnson added
in his blog.
On a weekly basis, I get at least one inquiry request from either a vendor or an end-user company seeking industry averages for the cost of downtime. Vendors like to quote these statistics to grab your attention and to create a sense of urgency to buy their products or services. BC/DR planners and senior IT managers quote these statistics to create a sense of urgency with their own executives who are often loath to invest in BC/DR preparedness because they view it as a very expensive insurance policy.
BC/DR planners, senior IT managers and anyone else trying to build the business case for BC/DR should avoid the use of industry averages and other sensational statistics. While these statistics do grab attention, more often than not, they are misleading and inaccurate, and your executives will see through them. You'll hurt your business case in the end because you haven't done your homework and your execs will know it.
I saw a study recently that stated the cost of downtime for the insurance industry was $1,202,444 per hour. You might be tempted to grab this statistic and throw it into the next presentation to your C-level exec but what is this statistic really telling you? Do the demographics of the companies in the study match yours? Do you trust the accuracy of the data? Consider the following:
What is the definition of insurance industry in this case? Is it companies that focus solely on insurance or does it include companies that also provide financial advice and monetary instruments to their clients?