When you put the word “sales” and “enablement” together – it sure can mean a lot of different things – to a lot of different people.
As the Research Director on Forrester’s Sales Enablement team – it’s a problem I see every day.
What’s entertaining about this (or aggravating, if you are a sales enablement professional inside a large company) is that not only do many people view those two combined words differently – many of those people are extremely confident their own perspective is the right one. Given what we publish, the number of presentations we give, all of the cross-functional group settings we run into – you might imagine we’ve heard our fair share of strong opinions.
Here are a few highlights of my favorite “certainties:”
· Sales enablement is just lipstick on a knowledge management pig.
· Sales enablement is the new label for sales training.
· Product marketers have been enabling sellers for years, what’s the big deal?
· Sales people should be enabling themselves with all of the resources we provide them.
· Marketing should own sales enablement, because it is clearly a content issue, and the sales force doesn’t have access to good content.
It's not controversial that business success today depends more than ever on IT performance. Business processes and IT operations are highly interdependent and tightly linked. Alignment between the two is no longer an option—it’s a requirement to stay competitive. Your business customers won’t succeed in today’s dynamic economy without IT behind them, but business customers care about outcomes, not technologies. The more you can think like they do, the better your relationship will be, the better your outcomes will be, and frankly, the better your future job prospects will be.
Forrester calls the evolution of IT from a provider of technologies to a broker of business services the “IT to BT (business technology) transformation.” Key to this shift is rethinking IT’s role in the enterprise and, in particular, rethinking current IT processes and the tools used to support them. Many IT organizations have improved workload, application release, run-book, data transfer, and virtual machine management processes, to name a few, through automation—yet still fail to deliver the agility and responsiveness their business customers demand.
Today, IBM announced the acquisition of privately-held Clarity Systems for an undisclosed sum. The acquisition bolsters IBM’s solution set for the CFO, and complements its recent acquisition of OpenPages, a governance, risk, and compliance (GRC) vendor. Clarity, based in Toronto, had approximately 390 employees and 600 customers at the time of this deal.
Clarity Systems is a Strong Performer in "The Forrester Wave™: Business Performance Solutions, Q4 2009", offering a very good planning, budgeting, and forecasting solution as part of its flagship product, Clarity 7, along with an improved financial consolidations component. During the past few years, Clarity developed a market-leading regulatory reporting solution, Clarity FSR, which supports the process of creating full SEC filings and also embeds technology for XBRL reporting. IBM Cognos is ranked as a Leader in the same comparative evalution.
The success of FSR alone during the past two years made the large BPS vendors, IBM, SAP, and Oracle, envious of Clarity’s success. Oracle made a competitive response early this year with the release of Oracle Hyperion Disclosure Management. It seemed to this observer that SAP would make the next move by doing a deal to acquire Clarity, but IBM beat them to the punch.