Not quite, but that’s the general tone of the “rescue program” recently announced by Web content management (WCM) vendor FatWire. Following the acquisition of Interwoven by Autonomy, and the announced acquisition of Vignette by Open Text, FatWire is offering Vignette and Interwoven customers the opportunity to switch to their Content Server solution at no cost.
Naturally, there are some provisos. First, although license fees are waived, the maintenance and support payment (typically 15-20% of the original license fee) that has gone to Interwoven or Vignette is now paid to FatWire. (Bad luck, I guess, if you’ve just made the annual payment to the other vendor.) Second, you’re also supposed to sign up to employ (and license) content migration tools and services from FatWire partners Vamosa or Kapow Technologies. (Vamosa has jointly agreed to waive the initial license fee for their migration solution.) Third, this limited time offer expires on September 30, 2009. (But try calling on October 1 and see if they refuse to answer the phone.)
FatWire acknowledges that the program does not by itself constitute a compelling financial argument to switch. But they hope that by removing the license fee hurdle, they might entice some disaffected Interwoven or Vignette customers.
In the old days criminals like Robin Hood and Don Corleone had scruples. Remember when Don Vito stood up to Virgil "The Turk" Sollozzo and refused to become involved in the heroin trade? The Don stood for honor at the cost of a couple of bullets.
Process based IT organizations have become the rage. These are IT shops that group people around the processes they support, such as software distribution or requirements definition, or by business processes such as claims management. In contrast, traditional shops group people by technologies (e.g. mainframe, desktop), internal customers (e.g. wealth management, retail banking), or geographies (e.g. France, Asia).
There are two types of process based organizations – IT and business. IT process organizations typically follow ITIL for infrastructure and a software lifecycle for applications. Using ITIL, they form groups around process associated with problem management, storage, or configuration management. For applications groups, they may have people dedicated to requirements development, coding or testing. Business process based IT shops are less prevalent but may include IT associated with claims processing in an insurance company or collections in a credit card company.
I recently published two documents on the outlook for Ethernet services and unified communications in Europe for 2009. I wanted to take this opportunity to call out several important takeaways from these documents:
The adoption of carrier Ethernet services in Europe will accelerate rapidly in 2009, driven by the low cost per bit, simplicity, and flexibility of these services. Service provider MPLS traffic and revenues will also grow in 2009, but will be outpaced by Ethernet traffic and revenue growth. Most providers' infrastructure will continue to offer legacy Ethernet services delivered over SDH/SONET networks while demand persists, but these legacy services will eventually be entirely replaced by VPLS-based services.
What does this mean for I&O professionals? Our clients tell us that they are moving to VPLS-based E-LAN services because any-to-any Ethernet networks are easy to configure and manage and the costs are lower than equivalent MPLS VPNs. They also don’t need any additional expertise in the complexities of IP routing like autonomous systems, border gateway protocols, and open shortest path first. All they need is Ethernet expertise -- which they need anyway in order to LAN. VPLS technology also enables users to deploy hub-and-spoke networks today and then to migrate them to any-to-any topologies when it suits them. You should look at service providers that:
Today was a great day in New York; the first day of our Customer Experience Forum. The Grand Hyatt was rocking as we had about 700 people on site. I had a fun time with my opening keynote speech -- combining customer experience and the Wizard Of Oz. Hopefully people enjoyed it. I'll be posting more about my speech on my personal blog.
At the end of the day, I announced the winners of Forrester's first ever Voice Of The Customer (VoC) Award. So, let me say congratulations to our three winners: Experian, Progressive, Vanguard. They all actively collected feedback and put that information to use, showing significant benefits. Here are the nomination forms from the winners. They're worth downloading!
While the cloud-based cost of email is pretty transparent (many providers, including Microsoft and Google, publish their per-user per-month costs), the cost of running email on-premises is often a big mystery to everyone, including most CIOs. The big challenge is that the costs are spread throughout the budget: some in the hardware budget, some in the software budget, some in the storage budget, some in the cost of capital budget, some in the staffing budgets, and so on.
After dozens of these discussions and after a survey of 53 information & knowledge management professionals to ask about the cost of email, it is abundantly clear that few firms know their true cost of running email on-premises. And this matters if you're considering a move to cloud-based email.
In early June, Sun Microsystems announced the Sun Learning Exchange. This is a commercial offering that borrows directly from Sun's own experiments, experience, and expositions on learning. We've written about this in a Forrester report: Tap The Potential Of "YouTube For The Enterprise," and now it's available to others.
Sun's CTO of Learning, Charles Beckham, has tapped his experience as a Java entrepreneur (he was part of the team that built one of the first J2EE application servers, NetDynamics) and bent it to the challenges of on-the-job learning. In an interview with Charles last fall, we came away convinced that his just-enough, wisdom of the crowds, power of video approach to learning was important.
Three things anchor the Sun Learning Exchange:
The power of all employee-generated media, including video, audio, and blogs.
A learning platform that is minimally invasive and maximally open to social contribution.
A metric on social contributions to drive participation.
I've been working in the Business Process Management field for long time. How long? How's this—I remember when there wasn't any BPM—it was all just workflow. Plus, I remember when there wasn't any continuous improvement or Agile vs. Waterfall, it was just big bang Business Process Reengineering.