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.
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?
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
I’ve met many CIOs, all with their own unique challenges and approaches to overcome them. But despite their differences, all CIOs ask me the same question: “what is the next big technology trend that I should look out for?”
It’s a tough question — not because there is a shortage of emerging tech trends out there. The tough part is whittling down all of trends to the really big ones — I mean the ones that could really change the way we do business. So all through 2009, my answer was: 1) consumerization of IT (what we at Forrester refer to as Groundswell), 2) lean IT, and 3) cloud computing. For those interested, you can still view the Three Tech Movements CIOs Should Know webinar I did with colleagues Ted Schadler and John Rymer late last year.
Last week Dr. Dobb's published an article I penned in December on "What Developers Think". I won't rehash the thrust of that piece here other than to reaffirm the growing trend of technology populism in development shops - where tech-savvy workers make their own decisions about what technologies to use.
One of the key themes I saw popping up in 2009 was the need for market researchers to communicate insights instead of information (or even worse: data). I've been at a number of events where this was discussed and I followed multiple discussions in market research groups like for example Next Generation Market Research (NGMR) on LinkedIn. Personally I added to this discussion by publishing a report called The Marketing Of Market Research - Successful Communication Builds Influence.
The general consensus is that market researchers should stay away from elaborating on the research methodology and presenting research results with many data heavy slides and graphics. Instead, they should act more like consultants: produce a presentation that reads like an executive summary (maximum 20 slides or so) and starts with the recommendations. The presentation should show the key insights gained from the project, cover how these results tie back to business objectives, include alternative scenarios and advice on possible next steps.
However, another consensus from the conversations is that not all market researchers are equally well equipped to deliver such a presentation, where they're asked to translate data into insights, come up with action items, and tell a story. Most participants in the discussions agreed with the statement that the majority of market researchers still feels most comfortable when they present research outcomes (aka numbers).
NetApp is an industry-leading provider of storage and data management solutions. It has a presence in more than 100 countries-- thousands of customers and a network of more than 2,200 partners-- and a culture of innovation, technology leadership, and customer success. The company was seeking to build higher brand awareness and deeper engagement with employees, customers, and partners and decided to deploy both customer and employee communities.
Consumer Business Group (CBG) — formerly Linksys — is a division of Cisco that offers a wide variety of consumer and small office voice over IP (VoIP) and networking solutions such as routers, switches, and storage systems under the Linksys by Cisco brand. CBG has long held a reputation for excellent technical support and has developed a number of innovative approaches to contain support costs while still offering responsive service. One key initiative was the introduction of an online customer support community.