When a user of a BI application complains about the application not being useful - something that I hear way too often - what does that really mean? I can count at least 11 possible meanings, and potential reasons:
1. The data is not there, because
It's not in any operational sources, in which case the organization needs to implement a new app, a new process or get that data from an outside source
It is in an operational source, but not accessible via the BI application.
The data is there, but
2. It's not usable as is, because
There are no common definitions, common metadata
The data is of poor quality
The data model is wrong, or out of date
3. I can't find it, because I
Can't find the right report
Can't find the right metadata
Can't find the data
I don't have access rights to the data I am looking for
4. I don't know how to use my application, because I
Was not trained
Was trained, but the application is not intuitive, user friendly enough
5. I can't/don'thave time do it myself - because I just need to run my business, not do BI !!! - and
I talk commonly to architects that are under pressure to create a cloud strategy. Or an SOA strategy. Or a BPM strategy. Or an XYZ strategy. Many will add up a few of these point strategies and call it an overall technology strategy. It’s good to know where we’re going, but is this the right way to do it? No. The problem is that this is technology-focused tech strategy. You can see it in the way we describe applications according to their dominant technology. We call them event-driven apps, or RFID apps, or whatever. Instead, to have a business-focused tech strategy, the starting point should be an understanding of what drives business outcomes. What would that look like?
Business architecture — an important and maturing domain of enterprise architecture — is changing the conversation between business people and technologists. Rather than centering on individual siloed applications, business architecture, at its best, centers conversation on the design of business outcomes and what it takes to achieve them. Within the realm of business architecture, models like business capability maps provide strong mechanisms for understanding and designing a business.
My colleague, Holger Kisker, just posted a very insightful blog on the convergence of BI and BPM technologies. Yes, Holger, BPM vendors definitely have some BI capabilities. And so do some search vendors like Attivio, Endeca and Microsoft FAST Search. And so do some middleware vendors like TIBCO, Vitria and Software AG. And so do rules vendors like FairIsaac, PegaSystems. Should I go on? I have a list of hundreds of vendors that "say" they are a BI vendor.
But it’s not that simple. First of all, let’s define BI. In the last BI Wave we defined BI as “a set of methodologies, processes, architectures, and technologies that transform raw data into meaningful and useful information used to enable more effective strategic, tactical, and operational insights and decision-making”. To provide all these capabilities a vendor should have most of the necessary components such as data integration, data quality, master data management, metadata management, data warehousing, OLAP, reporting, querying, dashboarding, portal, and many, many others. In this broader sense only full BI stack vendors such as IBM, Oracle, SAP, Microsoft, SAS, TIBCO and Information Builders qualify.
Even if we define BI more narrowly as the reporting and analytics layer of the broader BI stack, we still want to include capabilities such as 11 ones we use to rate BI vendors in the BI Waves:
EMC announced this morning that it has acquired a stake in Web content management vendor FatWire, one of the remaining standalone major WCM players in the market. With this announcement, EMC has finally admitted what’s been obvious for some time: that its current Documentum Web Publisher product simply doesn’t have the ability to become a marketing tool for ebusiness and marketing teams to achieve business goals in the online channel.
What’s interesting about this announcement is what didn’t happen – the expected sale of FatWire to EMC, which many have speculated about for the past year or so. Now, EMC won’t fully own its prescribed WCM product, and will instead rely on FatWire for that component of its content management suite. FatWire, a leader in Forrester’s last WCM Wave evaluation, has strong customer engagement functionality, better than the Documentum Web Publisher offering. With this deal, FatWire gets an improved distribution platform for its WCM, and opportunities for further integration with EMC products such as its digital asset management offering (which it will also resell).
What’s also interesting is that this marks an end to EMC’s dream of a unified repository for all enterprise content, since FatWire products have their own repository. Many of Forrester’s clients have known for a while that this dream simply wasn’t reality, due to organizational issues as well as technological ones.
EMC will likely make an announcement about sunsetting its current Documentum Web Publisher later this year, though support will certainly continue for several years through current maintenance agreements and an extended paid support period. Right now, if you are a current Web Publisher customer, you’ll have to decide:
When business processes finally become intelligent
Over the past several months I have done a lot of research on the BI market, the trends and the vendor landscape. There is a clear indication that BI solutions are becoming more sophisticated, more intelligent and – more integrated into other applications to enhance the performance of the application supported business processes.
Very recently now, in discussions with BPM vendors like IDS Scheer, HandySoft and many others it became very eminent that from the other side, BPM solutions are moving steadily into the field of Business Intelligence too. The world of BPM and BI solutions are converging to bring intelligent business processes to the market – eventually. However, today we are still some steps away from this picture and the convergence of BPM and BI will likely proceed in smaller steps are outlined in the below BI-BPM convergence model.
Today several BPM vendors have actively integrated business intelligence capabilities into their solutions. Larger ones like IDS Scheer have developed their own analytics while smaller vendors like HandySoft are using OpenSorce components offered by JasperSoft and other OpenSource BI vendors. The integration offers users new and consistent insights along the whole business process. A user in this context means both:
a) Business users that are part of the business process get access to relevant information and reports that increase the efficiency of the process, and
b) Business process owners get an insightful analytics of the process metadata to be able to further enhance and streamline the process.
#SCRM (the hash our group uses to communicate on Twitter) group embodies the very essence of what social media is about: genuine authentic, direct and real conversations. Being a participant and a practitioner, I thought I would share my observations and thoughts... not just at this conference, but what I have seen in the actions and behaviors of this group over the past year or more... And these foreshadow a world that is being created right now as you are reading this...
It is difficult to say whether the number of delegates attending Mobile World Congress is lower than expected or than last year, but the Fira was this year again crowded with audiences from all over the world (circa 50,000 visitors from what I have read). Despite the rainy / chilly day, the mood is much better than last year where the economic recession casted its shadow on the show.Read more
91% of executives say customer experiences are critical or very important to their businesses, nearly 5,000 consumers prefer better customers experiences over lower prices and better customer experiences drive higher revenue and profits,—according to Forrester Research .
This week the Superbowl earned with 106.5 million viewers the Number One spot of the most watched program ever in the US, which proofs that online video hasn't killed the TV star yet. (Side note: did you know that until now the 1983 M*A*S*H final held this position?).
Thursday’s announcements of additional SAP leadership changes raise more questions than they answer, but a commitment to changing the direction of the company is clear. SAP announced the departures of John Schwarz, head of the SAP Business Objects unit, and Erwin Gunst, Chief Operating Officer. Gerhard Oswald, Executive Board member in charge of global services and support, assumes the role of COO. In addition, Peter Lorenz has been promoted to Corporate Officer, looking after the SAP SME solutions portfolio. These moves follow the resignation CEO Leo Apotheker a few days ago, as well as the appointments of Bill McDermott and Jim Hagemann Snabe as co-CEOs.
Gunst’s departure, due to health reasons, was expected and was mentioned on Monday in a call with analysts and press. More surprising is the departure of Schwarz, formerly CEO of Business Objects, a respected executive who led the integration of Business Objects following SAP’s acquisition 2 years ago. It is appears that Schwarz’s departure had something to do with his not being named CEO or co-CEO, but the real reasons are likely more complex. SAP appears to be in the midst of a transition to younger and more energetic leadership, and Schwarz’s career may have had limited upside given that Executive Board members are encouraged to retire at age 60 (he’s 59).
The changes are consistent with Chairman and co-founder Hasso Plattner’s return to hands-on leadership of the company. The remaining SAP Executive Board members, co-CEOs McDermott and Snabe, CFO Werner Brandt, COO Oswald, and CTO Vishal Sikka, will be expected to carry out Plattner’s directives to restore the company’s momentum.