After the recent board changes the strategy will change too
After the recent board changes at SAP the message we could read in most news was like ‘new board – old strategy’. Along with the board changes SAP did not announce (yet) any significant strategic changes. But what good is it to change the board and leave everything else as is?
The recent SAP board changes are just the visible tip of the iceberg of much deeper changes SAP will and has to go through to renew itself as a leading IT vendor. Below are 10 predictions for changes in SAP’s strategic direction I expect within the next 10+ months:
1. More SAP Board Changes Will Come
Additional board changes will further strengthen the product & technology focus and competence within the SAP board. See also Forrester’s blog on the recent SAP board changes: SAP CEO Resigns – Long Live The Co-CEOs
2. Business ByDesign Will Get Back Into SAP’s Strategic Center
Business ByDesign will become again the corner stone of SAP’s growth strategy and the successful introduction will mark a ‘make it or break it’ milestone for SAP.
3. SAP Announces The Next-Generation ERP
SAP will announce a next-generation ERP solution to regain leadership in its core business area and it will likely be based on the ByDesign platform.
4. SAP Changes Its Cloud Strategy
SAP will rework its whole On-Demand strategy and will unify and align all components based on the ByDesign platform. See also Forrester’s recent blog on SAP’s On-Demand strategy: SAP Is Skydiving Into The Clouds.
In this podcast, Claire discusses the flow of activities that need to surround effective succession planning. She also talks about the key benefits of having a sound succession strategy. The podcast finishes with 5 key recommendations.
I’m going to admit something here. . . most of my fellow analysts here chuckle when I profess my love for the insurance industry. Why do I like it so much? Well, one reason is because when I do my "Carney. . . like Art" spiel when someone asks how to spell my last name, insurance people "get it". Yep, they watched "The Honeymooners" and "The Jackie Gleason Show" and know exactly what I’m talking about, unlike most of my co-workers who, with the "Carney. . .
During the past couple of years, mobile device manufacturers including Apple, Microsoft, Nokia, and RIM have deployed mobile application stores. Applications available in these stores are primarily consumer focused including games, music, news, and entertainment - but many applications are emerging that help business users. Work related application examples include PDF document readers, expense report viewers, and productivity enhancing applications for LOB workers such as medical decision-support tools and ECG-reading applications for doctors and nurses in healthcare.
We've just published our latest Vendor Positioning Review (VPR) benchmark of the IT management software market. This vendor-oriented report discusses how vendors market their solutions to you in collateral and on their Web sites. We focus on how well they talk Business Technology (BT) over IT — how well do they speak YOUR language. And we recognize how important B2B digital media has become in communicating with you — our most recent data shows that the percent of technology buyers that are most advanced in using social media, what we call the Creators and Critics, is nearly double that of the US consumer population in general.
The VPR report highlights a best practice (or two) in each of the categories that we evaluate.
In terms of providing you with social media facilities, the vendors are a mixture of active, indifferent and inactive. The good ones offer you a community Web page from their Home Page to access forums, join communities (even if only a support community) and see their blogs: kudos to BMC, CA, ManageEngine, newScale, Spiceworks and Splunk. EMC, HP Software, IBM Tivoli, Microsoft, Nimsoft, Quest and Symantec have the facilities as well but you need to be good to find them (who would think of looking under “About Symantec”?). ASG and Compuware aren’t there yet.
I am about to set off on a road show around Australia and New Zealand with IBM concerning data growth and data management. I am giving a presentation on data/information governance - which continues to be top of mind for many folks within the IT department - but to date, the data governance efforts of many organisations across the two countries have been pretty limited...
The NoSQL Movement Is Gaining Momentum, But What The Heck Is It?
The NoSQL movement is a combination of an architectural approach for storing data and software products (such as Tokyo Cabinet, CouchDb, Redis) that can store data without using SQL. Thus the term NoSQL.
Just came off the stage at PaidContent 2010, a day-long summit here at The Times Center near Times Square, dedicated to the question of if/how/when people will pay for content. The timing is good -- as I wrote in January, The New York Times is planning to charge for content within a year or so, Hulu is considering a subscription model (not necessarily in place of but, I believe, in addition to its free service), and the eBook pricing dilemmas are causing sleepless nights.
I opened the conference with a brief assertion that fretting over whether people will pay for content is based on a mistaken assumption: that people have ever paid for content in the past. They actually haven't. Instead, people have paid for access to content. But in an analog world, access was gated by physical form factors like vinyl, newsprint, and movie theaters. As a result, the coincidence of form factor and content made us believe that people pay for content.
But people have never paid for content. Even when a daily newspaper was a necessity for the average home, the dime you paid a day (in the 70s) for a newspaper did not cover the print cost, much less the reporting. Instead, it was classified ads and auto dealers who footed most of the bill. And the hours we spent on TV and radio every day through the last half of the last century until the explosion of cable in the 90s, were all free. When cable finally asserted itself, people did not pay per show or even by channel (with the exception of premium movie channels). Instead, they paid for overall access.