Finally, Apple’s latest game-changing, must-have device is ripe - the iPad. The iPad is not a new idea. Tablet PCs were introduced years ago but failed to take off. More recently, the Amazon Kindle proved that a simpler form of the tablet has legs. But what Apple does brilliantly is that they do it better.
January 26th, 2010 was a black day for the enterprise software business.Late yesterday, Oracle launched a lawsuit against independent support provider (ISP) Rimini Street, alleging 'massive theft' of its intellectual property. Industry analysts had been expecting something like this - Oracle is already suing Rimini Street's predecessor TomorrowNow and was clearly worried that a competitive market would force it to cut the price of its hugely profitable maintenance offering.
I've just returned from Apple's launch of the new iPad. Am exhausted from the anticipation and the intensity of the event. For a full analysis of the iPad, please check out the blog posts from my colleagues James McQuivey and Charles Golvin. See yesterday's blog. They were really dead on with their comments. I'm sure they'll post more today.
I was there so I got to touch the big iPod Touch-esque iPad. Curved edges. Not too heavy. Great video resolution - if there is HD video. (Watching full screen low resolution YouTube clips posted by European soccer fans - average). Baseball isn't my thing, but the MLB app with integrated video - looked sweet.
- Browsing - good.
- Photos - I like taking photos and I like slide shows so this was one of my favorite features - the iLife-esque photo slidesshows with music. For me as a photographer, this would be more about showing photos than creating the slide shows on the device - fun way to share with friends. Apple - if you're listening - next on my wishlist is iLife photo editing on one of these devices. I want to travel with this device, transfer photos from my fat Nikon to this, delete, edit and then sync back to my computer at home so I can then sync to my Apple TV ... could you see a mini-iLife for $9.99 for this device please?
Apple just announced its media tablet (we coined these things mobile media tablets in 2005 in private client conversations and ) amidst much excitement and surprisingly little secrecy. There wasn't much if anything in the announcement that the bloggers hadn't anticipated.
This product will appear in 60 days with WiFi and in 90 days unlocked with AT&T data plan for $629 and $29/month. It will catch on quickly as an employee-provisioned third device, particularly for Mobile Professionals, 28% of the workforce. IT will support it in many organizations. After all, it's just a big iPhone to them and already 20% of firms support them.
Most of the media coverage will discuss the impact on consumer markets. I'm going to talk about the impact on businesses and on information & knowledge management professionals, the IT executive responsible for making the workforce successful with technology.
Make no mistake, this is an attractive business tool. Laptops will be left at home.
One thing's for sure, Apple knows how to time the market. And the market it's timed this time around is an important one: information workers self-provisioning what they need rather than what their employers provide. We have called this trend Technology Populism(AKA consumerization of IT), and it's important enough that we're writing a book called Groundswell Heroes about how to harness it.
Many of my clients have asked, "How should I use Twitter for customer service?" There are many applications that are adding Twitter as part of the contact center apps. But today I'd like to talk about the basics of using Twitter. I spoke with Anne Wood, the Head of Knowledge Management at Carphone Warehouse to learn about how they entered into Twitterland.
With its acquisition of BPM-software leader Savvion, Progress Software has taken a step closer to providing a full line of enterprise middleware. Progress has operated as a supermarket of middleware brands addressing mostly specialized needs, but now is creating broader enterprise application platforms out of its separate middleware brands [Figure 1.].
I have a weakness. I like to think big. And when we heard so many juicy rumors about the Apple tablet device, now named the iPad, I knew that with Steve Jobs at the helm, I could afford to think big. So big did I think, that I suggested the iPad should take media consumption to the next level and create an entirely new category of device.
At first, Jobs appeared ready to confirm my suspicions. He said seductive things like, "Everybody uses a laptop and or a smartphone. The question has arisen lately. Is there room for a third category in the middle?" I was sitting on the edge of my seat, ready to hear Jobs demonstrate that new category of device. But he didn't.
Instead, what Apple debuted today was a very nice upgrade to the iPod Touch.
Don't get me wrong. I love the iPod Touch and I was this close to getting one for myself. Now that the iPad has arrived, I can finally get one, the new, big one. But it's not a new category of device. It doesn't really revolutionize the 5-6 hours of media we consume the way it could have. It doesn't even send Amazon's Kindle running to the hills for cover. In fact, the competitor likely to take the biggest hit from the arrival of the iPad is Apple, in the form of fewer iPod Touches sold and fewer MacBook Airs sold.
The following question comes from many of our clients: what are some of the advantages and risks of implementing a vendor provided analytical logical data model at the start of any Business Intelligence, Data Warehousing or other Information Management initiatives? Some quick thoughts on pros and cons:
Leverage vendor knowledge from prior experience and other customers
May fill in the gaps in enterprise domain knowledge
Best if your IT dept does not have experienced data modelers
May sometimes serve as a project, initiative, solution accelerator
May sometimes break through a stalemate between stakeholders failing to agree on metrics, definitions
May sometimes require more customization effort, than building a model from scratch
May create difference of opinion arguments and potential road blocks from your own experienced data modelers
May reduce competitive advantage of business intelligence and analytics (since competitors may be using the same model)
Goes against “agile” BI principles that call for small, quick, tangible deliverables
Goes against top down performance management design and modeling best practices, where one does not start with a logical data model but rather
Defines departmental, line of business strategies
Links goals and objectives needed to fulfill these strategies
Defines metrics needed to measure the progress against goals and objectives
Defines strategic, tactical and operational decisions that need to be made based on metrics
One of the great things we can do with our Consumer Technographics data is compare user behavior and technology adoption in different international markets. Our recently published report The Global eCommerce Adoption Cycle uses data from four continents to provide a snapshot of eCommerce around the globe.
Slowly but surely, with lots of criticism and skepticism, the business intelligence (BI) software-as-a-service (SaaS) market is gaining ground. It's a road full of peril — at least two BI SaaS startups have failed this year — but what software market segment has not seen its share of failures? Although I do not see a stampede to replace traditional BI applications with SaaS alternatives in the near future, BI SaaS does have a few legitimate use cases even today, such as complementary BI, in coexistence with traditional BI, BI workspaces, and BI for small and some midsize businesses.
In our latest BI SaaS research report we recommend the following structured approach to see if BI SaaS is right for you and if you are ready for BI SaaS:
Map your BI requirements and IT culture to one of five BI SaaS use cases
Evaluate and consider scenarios where BI SaaS may be a right or wrong fit for you
Select the BI SaaS vendor that fits your business, technical, and operational requirements, including your tolerance for risk
First we identified 5 following BI SaaS use cases.
Coexistence case: on-premises BI complemented with SaaS BI in enterprises
SaaS-centric case in enterprises: main BI application in enterprises committed to SaaS
SaaS-centric case in midmarket: main BI application in midsized businesses
Elasticity case: BI for companies with strong variations in activity from season to season
Power user flexibility case: BI workspaces are often considered necessary by power analysts