It is unclear whether Oracle will integrate, keep separate, or drop one of the clearly redundant products: multidimensional databases, Oracle Express (currently part of Oracle BI Server) and Essbase. However, if and when Oracle creates the same seamless integration they always had between its Express and relational databases with Essbase, it will truly become an awesome analytical database product hard to beat.
However, contrary to Oracle/Hyperion rosy statements of little if any product overlap, Oracle will face obvious and significant integration and product positioning challenges with multitude of overlapping and redundant products: Essbase vs. Express, Hyperion data integration and reporting tools (formerly Brio) vs. Oracle’s (including recently acquired Sunopsis), Hyperion Sales and Marketing Analytics vs. Siebel’s, plus some others.
For over a year we heard rumors that the dominos of the standalone, pureplay Business Intelligence vendors were about to start falling. We held our breath and took bets whether it was going to be Cognos, Business Objects or Hyperion. With the announcement of Hyperion acquisition Oracle did, again, what it does best — swiftly climed several notches higher on the BI food chain. It's important to note, though, that this acquisition goes a step further and actually repositions Oracle in two, not just one, market segments — performance management and business intelligence.
Not long ago I was spending a sunny Saturday afternoon watching my son play soccer. Among the group of soccer parents gathered on the sidelines that day was Billy Joe Armstrong of Green Day rooting for his son who was playing for the opposing team. Billy Joe was wearing Levi jeans, a t-shirt and black Converse All-Stars. Since I was dressed the same, I asked my daughter Sarah if I was hip like Billy Joe. She explained that just because my 30 year old fashion sense had come back into style it did not make me hip. She also pointed out that use of the word “hip” was very un-hip.Well, I used to be hip.
This brings me to the exciting new phenomenon of social computing in the enterprise, which like Billy Joe is undeniably cool. However, like Levis and Converse All-Stars, we’ve seen this before. The roots of the internet are in helping geographically and organizationally dispersed teams come together to network, solve problems, generate ideas, etc.When ARPANET (the precursor to today’s internet) was a mere four node network connecting computers at UCLA, UC Santa Barbara, the University of Utah and the Stanford Research Institute the initial benefit was that these organizations could use the network to work together on building and expanding the network.
Even the “social” part of social computing is nothing new. Let’s face it, long before wikis and blogs were used to satiate our unquenchable thirst for all things Britney Spears, The Well served the same need for The Grateful Dead.
Today, IBM announced that it will bring Google's consumer-style Web utilities, called Google Gadgets, into WebSphere Portal 6.0 and WebSphere Portal Express. Nearly 4,000 Google Gadgets will be available to WebSphere Portal 6.0 customers at no additional cost. Google Gadgets include things like package tracking, Wikipedia searches, language translators, weather, and--my personal favorite--the Virtual Flower Pot. (Just today I realized that the reason my red tulips weren't growing is because I wasn't watering them by mousing over them frequently enough.) What this all means:
Last spring, Forrester introduced the concept of retention management, which extends records management to all content from creation through long-term retention and destruction (check out the Retention Management document).Seems simple enough, but with so many repositories of information (hard drives, network file shares, SharePoint sites, email servers and archives, and any number of managed repositories) extending retention policies to all of it is all but impossible.
To get a sense of how organizations address retention management, I reached out to approximately 300 companies for a research interview, figuring maybe 10 would be willing to speak about what they are doing.In an indication of how hot the topic is, over 30 companies wanted to speak further.Having conducted about half the interviews so far, it’s clear we are at the very beginning of the learning curve for retention management.
I just got off the phone with a small software startup called Get Back Software. For $3/team member/month, a department head can use Get Back’s product, called Postware, to put a cap on the number of emails that people in their group can send. The thinking behind this new software as a service is that email has turned from a productivity-enhancing tool into a productivity sinkhole, and that by giving workers a limited “email allowance” you can change their behavior—you can get them to think twice before cc:ing their boss or replying to all, or inviting a colleague to lunch via email rather than by walking down the hall or picking up the phone. I agree with the core premise here—that the productivity benefits of tools like email (and instant messaging and mobile devices) go down when the volume of communications hits a critical mass and when workers have no control over the volume and frequency of interruptions to their work.
I have a confession to make. I really can’t tell the difference between Office 2000, Office XP and Office 2003. I have had all three installed on various computers in my home and they all look the same to me.
Now, I can tell the difference between all of the above and Office 2007. When I joined Forrester I left my Office 2007 beta behind and was presented with a brand spanking new laptop with Office 2003 pre-installed. To quote Kevin Kline in A Fish Called Wanda, “DISAPPOINTED”. Luckily, Microsoft came to the rescue and shipped me out a copy of Office 2007.
Against this backdrop I find myself on a call with Google who is briefing me on their upcoming move into the world of business productivity applications. That evening I sat down with my focus group of one, my son Jake who is a sixth grader with writing goals surprising similar to my own. I pulled up Google Docs and Word 2007 and asked Jake to make a comparison. After a few minutes he gave me his expert analysis. “They’re the same.” I was incredulous. I alt-tabbed between the lush, multi-hued garden of Office and the spiny houseplant of Google and asked how they could be the same? Jake patiently pointed out, feature by feature, that Google had everything he needed. All of the advanced features of Word were invisible to him.
My mind is a sieve. It can take a few requests before I remember to do something. And even with a few prods, it takes a while for me to get moving. But I've gotten so many requests along the lines of "What does a collaboration strategy document look like? What should it include?" that it's all I'm thinking about these days.
I will be publishing a sample collaboration strategy document in Q2. If you have developed and documented an enterprise collaboration strategy and would be willing to share it with Forrester for the greater good of industry research--with our promise to guard it and not share it with anyone outside the company--we would love to include you in our research. You can find me at email@example.com.
On Friday morning I ventured out in the newly-fallen snow for my morning latte. The tree branches were heavy with wet snow. It was gorgeous. But promptly after settling in at my desk I miscalculated the length of my arm and spilled about 12 oz. of coffee and milk all over my laptop. Little red lights blinked a few times and my screen went dark. That was it. Done. Gone. Dead.
I got on the horn with Forrester's top-notch IT group and I had a new laptop at my doorstep in about 24 hours. Forrester IT rocks. But I'm not here to bemoan my clumsiness or sing kudos to our help desk. I'm here to tell you what happened when I took over my husband's laptop for the remainder of the day. He doesn't have Microsoft Office installed on his machine; he uses OpenOffice.org 2.1.
I had no choice -- I gave it a shot. I was able to get some of my tasks done, but not all. And the learning curve was not insignificant. For example:
Something really big is happening. Many companies and even software vendors aren’t aware of it because they’re so busy trying to get their arms around content—put it in repositories, integrate the repositories, manage corporate records, get people to stop emailing documents around—that they’re way too busy to see the ground shifting underneath their feet. This groundswell is about putting content to work—and that means, quite simply, doing something with the content that’s being managed so it creates business advantage.
For years, enterprises, vendors, integrators, consultants and others (including me) have strived mightily to get content under control. It’s still a massive problem: there’s so much content — written documents, presentations, email, web pages, spreadsheets, graphics, videos, podcasts . . . the list goes on — and it’s in every filing cabinet, drawer, hard disk and memory stick. Even today, after years of investing in document imaging, document management, collaboration, and web content management systems, most content is not locked down, versioned and searchable using metadata or tags. But it’s time to move on — “simply” (that’s a laugh) managing content isn’t enough.