How Do New “Systems Of Insight” Power Great Mobile Moments And Customer Experiences?

Brian  Hopkins
Customers crave contextual and personal experiences on their mobile devices. Companies are looking to the reams of location and behavior data spun off mobile device to deliver them. Meanwhile, executives long for the insights lurking just below the surface of the new data they collect on customers and prospects to improve services and chart the best business strategy. 
 
In most companies, mobile engagement, customer analytics, innovation, and business strategy happen in silos and often half-heartedly. But disrupters like Uber, TripIt, Netflix, Flipboard, and Starbucks deliver great and personalized mobile and digital experiences -- and optimize outcomes -- with insights derived from all the data they can gather.
 
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Meet China’s Cloud Innovators: Automation Is Key For Cloud User Experience

Charlie Dai

My January 2013 report “PaaS Market Dynamics in China, 2012 To 2017,” forecast that China’s platform-as-a-service (PaaS) market would remain in flux until 2015. But now I think it will take even longer for the cloud landscape in China to consolidate and stabilize, for three reasons:

1. The boundary between infrastructure-as-a-service (IaaS) and PaaS is breaking down.

2. Emerging technologies like Docker are having an impact on technology and mindsets.

3. China has emerging startups in both the IaaS and PaaS segments.

The startups mainly focus on differentiating the cloud user experience by automating various layers to deliver unique value to potential adopters of cloud solutions. They include:

  • QingCloud.Founded in 2012, QingCloud raised US$20 million in Series B funding in January 2014. Its IaaS offerings for public and virtual private cloud include computing (image and instances), network (VxNet, routing, elastic IP, and load balancing), storage (volume and snapshot), database (MySQL-based, master/slave synchronization support with auto-snapshot), security (group policy and SSH key pair login), and management features (web console to deploy, manage, and monitor resources), which are billed on a per-second basis.
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It’s Time To Consider Enterprise B2B Solutions In China

Charlie Dai

Previously, when CIOs and enterprise architecture professionals talked about “business-to-business” (B2B) commerce in China, most people thought of third-party B2B marketplaces like Alibaba.com or HC360.com. Very few companies use professional B2B solutions internally, instead relying on a combination of order management systems, customer relationship management, and third-party B2B marketplaces to trade with their business partners.

This is going to change. We have observed a few trends in the Chinese market that will become major drivers for the adoption of enterprise B2B solutions. These trends were further validated during the SAP summit last week in Shenzhen.

  • The legacy application architecture on the market won’t address the challenges of the age of the customer. Most of the companies currently doing business in China’s B2B market are small and medium-size companies with low IT systems maturity — many of them still exchange business information by emailing Excel files. These firms must rely on third-party marketplaces for business collaboration.
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Business Agility Drives Tech Companies To Divide And Innovate - At 60 Billion Are The HP Companies Small Enough?

Craig Le Clair

Somewhat lost in the discussion of HP splitting into two is whether breaking into smaller companies is an unstoppable trend in the tech sector.  HP plans to break itself apart, creating two approximately $60 billion, publicly owned, global companies. No one would consider these small. Companies at a certain size just can't execute at the speed of digital customers today. Heres our take on why.

Marc Adreessen made the point well at Dreamforce last week.  He basically said that tech companies are different from others in that their product is really innovation. The products driving revenue today will be different in three years or less. By contrast, the Campbell Soup Company made soup 50 years ago, and while they may acquire other retail food companies, they will still be selling soup 50 years from now.

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HP Joins The Battle Of Mobile Application Delivery Management in China

Charlie Dai

HP was the first US company to create a joint venture subsidiary in China; three decades later, the vendor has become a major player in the country’s consumer and enterprise markets. Among enterprises, HP has strong brand awareness for its server products and services, traditional software solutions, and IT services, but rather less for holistic application life-cycle management (ALM), especially on the mobile side. I think it’s time for technology decision-makers and enterprise architects to seriously consider adopting mobile app delivery management solutions and to evaluate HP for that purpose. Here’s why:

  • HP’s portfolio now covers the entire mobile app life cycle.The products HP will bring to market as part of its latest strategy will eventually cover the entire mobile application life cycle from app design, development, and optimization to distribution and monitoring. For example, at the design stage, HP Anywhere — based on popular open source product Eclipse — allows developers to write once to multiple devices within its integrated development environment. And its service virtualization feature can help virtualize third-party cloud services and make them consumable across each layer of the system architecture, including web servers, application servers, and web services.
  • HP’s solution has rich optimization features suitable for Chinese enterprises. At the mobile app optimization stage, HP’s Mobile Center uses a comprehensive approach to functionality, interoperability, usability, performance, and security to consolidate and automate mobile testing. Mobile Center is integrated with LoadRunner, one of the most popular performance engineering tools in Chinese market.
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Creating the Data Governance Killer App

Michele Goetz

One of the biggest stumbling blocks is getting business resources to govern data.  We've all heard it:

"I don't have time for this."

"Do you really need a full time person?"

"That really isn't my job."

"Isn't that an IT thing?"

"Can we just get a tool or hire a service company to fix the data?"

Let's face it, resources are the data governance killer even in the face of organizations trying to take on enterprise lead data governance efforts.

What we need to do is rethink the data governance bottlenecks and start with the guiding principle that data can only be governed when you have the right culture throughout the organization.  The point being, you need accountability with those that actually know something about the data, how it is used, and who feels the most pain.  That's not IT, that's not the data steward.  It's the customer care representative, the sales executive, the claims processor, the assessor, the CFO, and we can go on.  Not really the people you would normally include regularly in your data governance program.  Heck, they are busy!

But, the path to sustainable effective data governance is data citizenship - where everyone is a data steward.  So, we have to strike the right balance between automation, manual governance, and scale.  This is even more important as out data and system ecosystems are exploding in size, sophistication, and speed.  In the world of MDM and data quality vendors are looking specifically at how to get around these challenges.  There are five (5) areas of innovation:

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Disruption Coming For MDM - The Hub of Context

Michele Goetz

Spending time at the MDM/DG Summit in NYC this week demonstrated the wide spectrum of MDM implementations and stories out in the market.  It certainly coincides with our upcoming MDM inquriry analysis where:

  • Big data is influencing MDM strategies and plans
  • Moving from MDM silos to enterprise MDM hubs
  • Linking MDM to business outcomes and initiatives
  • Cloud, cloud, cloud
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2014 Enterprise Architecture Award Winners – Wow!

Alex Cullen

I have never put ‘Wow’ into the title of a blog before – but for this one it’s fully justified. 

This is the fifth year InfoWorld, Penn State University Center for EA, and Forrester have run the annual Enterprise Architecture Awards. When I compare the winners of five years ago – all excellent EA programs, with this year’s winners and the runner-ups, all I can say is ‘Wow – EA is really advancing’. 

I am pleased to announce the winners of the 2014 Enterprise Architecture Awards.  This year, we have six winning programs – all of which demonstrate leading edge thinking on how they engage with their business, how they provide value, and how they help their business achieve its strategic goals. Here are the winners, selected by a panel of leading EA practitioners drawn previous years’ winners and other excellent programs.  (For a more extensive write-up, see the InfoWorld report)

Allstate Insurance

Driving Innovation with Enterprise Architecture

The best way to succeed in Property and Casualty insurance in the US market is to create innovative products and services for unique customer segments, each with a customized customer value proposition. This is the need that Doug Safford, Vice President and Chief Architect pivoted his EA program towards. 

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Global Vendors Should Accelerate Their Partnerships In China

Charlie Dai

It's never been as challenging for global companies in China as it is right now. First, we've seen a continuous stream of news about the Chinese government requiring greater regulatory governance, starting with the cybersecurity vetting of IT products that relate to national security and public interests in May. Second, leading Chinese Internet companies equipped with emerging technology, such as Alibaba, Baidu, and Tencent, are engaging consumers with enriched products and services, expanding into the enterprise business via innovative business models, and extending their reach from tier-one and tier-two cities to tier-three to tier-six ones.

To gain extensive geographic and vertical coverage in the huge market that is China, vendors have had to engage with partner ecosystems for business operations. Now, it’s even more critical for multinational corporations to enable their local alliances to overcome these disruptions and achieve mutually beneficial strategic business growth. Some vendors have already started doing so, with IBM being a leading example. Its initiatives include:

  • Launching a strategic partnership with Yonyou. On September 13, 2014, IBM announced the start of its strategic cooperation with Yonyou during the latter's 2014 user conference. IBM will optimize DB2 with BLU Acceleration for various Yonyou products, such as NC (Yonyou’s ERP offering) and its supply chain management, customer relationship management, and human resources management products. In return, Yonyou will offer NC on top of DB2 with BLU acceleration to its customers, based on its evaluation of IBM’s product in June 2013.
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Quality, Trusted, Fit for Purpose Data?

Michele Goetz

Often lagging in priorities when it comes to data strategy, it appears that data quality is coming back in favor. As organizations expand beyond data exploration and discovery to putting real action in place organization wide based on these insights, the risk of getting the answer wrong or having dirty data is higher.  

But, this may be anecdotal supposition, even in light of the wide conversations I've had with clients.   What we do know quantitatively is:

1) Data quality is the most important topic for information governance according to our recent Business Technographics research for data and analytics.  In fact,

2) We see an uptick in data quality inquiries from last year.  

3) Vendors are introducing data preparation tools that infuse data quality and governance into analytic and BI processes

Anecdotal evidence and quantiative evidence leads me to the thought that there is a bigger shift happening in how we think about data quality, how we act upon it, and what doing so does for our buisnesses.  When things are a-changing it always make my brain itch to get more data, more stories, and more evidence.  And, while I'm curious, I'm assuming you are too. It is great to see that something in influencing change - and we want to know what that is in order to determine if we too need to change.  However, what is more important is what are organizations doing and which are standing out in terms of success and improved ways of thinking and execution?  In the end, do we need to write a new playbook* for data quality?  Has the bar been reset and we need to rebenchmark?

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