Instrumenting Your Enterprise for Maximum Predictive Power

By James Kobielus

Business is all about placing bets and knowing if the odds are in your favor.

As I noted in my most recent Forrester report, business success depends on your company being able to visualize likely futures and take appropriate actions as soon as possible. You must be able to predict future scenarios well enough to prepare plans and deploy resources so that you can seize opportunities, neutralize threats, and mitigate risks.

Clearly, predictive analytics can play a pivotal role in the day-to-day operation of your business. It can help you focus strategy and continually tweak plans based on actual performance and likely future scenarios. And, as I noted in a recent Forrester blog post, the technology can sit at the core of your service-oriented architecture (SOA) strategy as you embed predictive logic deeply into data warehouses, business process management platforms, complex event processing streams, and operational applications.

The grand promise of predictive analytics—still largely unrealized in most companies—is that it will become ubiquitous, guiding all decisions, transactions, and applications. For the technology to rise to that challenge, organizations must move toward a comprehensive advanced analytics strategy that integrates data mining, content analytics, and in-database analytics. Already, we’ve sketched out a vision of “Service-Oriented Analytics,” under which you break down silos among data mining and content analytics initiatives and leverage these pooled resources across all business processes.

You may agree that this is the right vision but have doubt about whether there is a practical, incremental roadmap for taking your company in that direction.  In fact there is, and it starts with re-assessing the core of most companies’ predictive analytics capability: your data mining tools. As you plan your predictive analytics initiatives, you should avoid the traditional approach of focusing on tactical, bottom-up project-specific requirements. You should also try not to shoehorn your requirements into the limited feature set of whatever modeling tool you currently happen to use.

To become a fully predictive enterprise, you will need to take both a top-down and bottom-up approach to your data mining initiatives. From the top-down, it’s all about building and integrating alternate models of how your business environment is likely to evolve internally and externally. In our recent report on advanced analytics, Boris Evelson, Leslie Owens, and I sketched out the many business processes that can be enriched by predictive analytics.

So how do you instrument your company to become more predictive? For starters, assess whether your analytics tools support the following capabilities for developing, validating, and deploying predictive models:

• Model multiple business scenarios: You should be able to build complex models of multiple, linked business scenarios across different business, process, and subject-area domains, using such key features as strategy maps, ensemble modeling , and champion-challenger modeling.
• Incorporate multiple information types into models: You should be able to develop models against multiple information types, including unstructured content and real-time event streams, while leveraging state-of-the-art algorithm in sentiment analysis and social network analysis.
• Leverage multiple statistical algorithms and approaches in models: You should be able to develop models using the widest, most sophisticated range of statistical and mathematical algorithms and approaches, including regression, constraint-based optimization, neural networks, genetic algorithms, and support vector machines.
• Apply multiple metrics of model quality and fitness: You should be able to score and validate model quality using multiple metrics and approaches, including quality scores, lift charts, goodness-of-fit charts, comparative model evaluation, and auto best-model selection.
• Employ multiple variable discovery and assessment approaches: You should be able to build and validate models using various approaches for variable discovery, profiling, and selection, including decision trees, feature selection, clustering, association rules, affinity analysis, and outlier analysis.

How is this different from predictive analytics as usual? Traditionally, most predictive modeling specialists focus on the latter three capabilities: statistical algorithms and approaches, model quality and fitness, and variable discovery assessment. Most models are built in narrowly scoped business or subject domains—such as customer analytics for marketing campaign management—and only against structured data sources (such as relational tables). Traditionally, few predictive analytics projects have entailed modeling of multiple business scenarios across diverse domains--such as sales, marketing, customer service, manufacturing, and supply chain-- though in the real world these business processes are often quite interconnected. Also, many data mining initiatives fail to incorporate information from unstructured sources—such as text in call-center logs—though this content may be as important as what comes relational databases and other structured sources.

It’s very important to build multi-scenario predictive models against complex information sets, but becoming a fully predictive enterprise demands much more. To instrument your organization for maximum predictive power, you should also tool your advanced analytics to support the following capabilities:

·         DW-integrated data preparation: To speed up and standardize the most time-consuming predictive modeling project tasks, you should be able to leverage your existing data warehouse, extract transform load, data quality, and metadata tools to support a full range of data preparation features. These features include the ability to discover, acquire, capture, profile, sample, collect, collate, aggregate, deduplicate, transform, correct, augment, and load analytical data sets.

·         Deep application and middleware integration: To deliver models deeply into whatever heterogeneous SOA-enabled platform you happen to use, your predictive analytics tool should deploy on and/or integrate with a wide range of enterprise applications, middleware, operating platforms, and hardware substrate. You should be able to deploy models seamlessly into your data warehouse, business intelligence, online analytical processing, data integration, complex event processing, data quality, master data management, and business process management environments. And to play well in your SOA, your predictive modeling tools should support application programming interfaces, languages, tools, and approaches such as Web services, Java, C++, and Visual Studio, as well as emerging languages such as SQL-MapReduce and R.

·         Consistent cross-domain model governance: To avoid fostering an unmanageable glut of myriad models, your predictive analytics solution should support a wide range of tools, features, and interfaces to support life-cycle governance of models created in diverse tools. At the very least, your tools should enable model check in/check-out, change tracking, version control, and collaborative development and validation of models. To realize this promise, it should support a full range of tools, standards, and interfaces for import and embedding of models from other tools, as well as export and sharing of models to other environments.

·         Flexible model deployment: To execute modeling functions--such as data preparation, regression, and scoring—on the widest range of data warehouses and other platforms, your tools should support in-database or embedded analytics. And to scale to the max, your predictive analytics tools should deploy models to massively parallel data warehouses, software-as-a-service environments, and cloud computing fabrics.  Your advanced analytics tools should also support development of application logic in open frameworks—such as MapReduce and Hadoop—to enable convergence of data mining and content analytics in the cloud.

·         Rich interactive visualization: To deliver their precious payload—actionable intelligence—your advanced analytics tools should support interactive visualization of models, data, and results. Ideally, you should be able to visualize all of this in your preferred business intelligence tool, or in the predictive modeling vendor’s integrated visualization layer. Of course, you have every right to expect the full range of visualization techniques--histograms, box plots, heat maps, etc.—regardless of who provides the visualization layer.

As you can see, this goes well beyond data mining as usual. Forrester has a slightly different perspective on the development of the predictive analytics market than you’re likely to get from other sources. We see a robust, flexible, SOA-enabled data mining tools as the centerpiece of advanced analytics for fully predictive enterprises. The competitive stakes are too great for businesses to take the traditional silo-mired approach when implementing this mission-critical technology.

What do you think?

Efficiency, Sustainability, And Digital Natives Accelerate Paper’s Path To Digital

  By Sheri McLeish

As people spend more time consuming information digitally at home and at work, reliance on paper continues to decrease. But how far are we across the Digital Divide? In 1975, George E. Pake, then head of Xerox Corp.’s Palo Alto Research Center, predicted that in 1995 his office would be completely different: “There will be a TV-display terminal with keyboard sitting on his desk. I’ll be able to call up documents from my files on the screen, or by pressing a button. I can get my mail or any messages. I don’t know how much hard copy I’ll want in this world.”

Thirty-five years later Pake’s vision largely came true for iWorkers, who today toggle between laptops, smart phones, and other devices to create, consume, and manage information. But an interesting thing happened along the way. With the initial rise in popularity of email and the Internet in the late 1990s, there was actually a bump in paper usage, not a decrease. People printed out their emails, receipts for e-purchases, documents, presentations – you get the idea. In fact, the World Wildlife Fund reported that some 10,000 sheets of paper are used each year by the average office worker in Western industrialized countries.

The other challenge faced by businesses has been the explosion of content types. Firms today need to support and coordinate multiple inbound and outbound channels. For processes like customer onboarding, paper persists due to lack of integration or reliance on paper by customers, partners, and staff. Today only a quarter of enterprises report that 25-50% of their customers are fully paperless, according to a recent Forrester Information Capture survey. Eighty-seven percent of firms have, are in the process of, or are planning to implement or upgrade information capture technology in their companies. The No. 1 investment area? No surprise here: integrating with enterprise apps.

This ongoing effort to remove paper from processes is driven by good, solid business reasons: For each sheet of paper used there are costs for purchasing, storage, copying, printing, labor, postage, disposal, and recycling. The ROI for capture investments is one of the most straight-forward for a technology investment. Driven by cost savings, increased productivity, and improved access and retention of electronic documents, companies continue to invest steadily in information capture to support business processes like registration, invoicing, and contract management.

Most Content Now Born Digital
But there’s another other huge driver of paper reduction in the enterprise: the iWorker. I know I still have a few piles of paper lingering at the office and more at home, but I haven’t looked at that stuff in years. I use my smart phone for a shopping list; I seem to have a hard time locating pens because I so rarely use them.

And I’m not unique. Forrester believes that well over two-thirds of content created today originates digitally. Consider:

• In our Forrester Workforce Analysis Survey, Q2 2009, 79% responded that they use word processing tools, and 60% report using word processing daily.
• Spreadsheets have similar but slightly lower use, with about half of information workers using spreadsheets daily.
• From the same study iWorkers are shown to be pretty happy with word processing tools – 82% indicate high satisfaction

This high level of satisfaction and ongoing use of tools to work with content in digital form supports the notion that most of the content being handled by iWorkers today is in electronic formats. And this will accelerate as Millennials who were “born digital” make up greater proportions of the workforce.

It’s Getting Easier To Be Green
Paper reduction also fits into the Green mindset. Along with embracing digital authoring tools, iWorkers indicate a strong desire to reduce paper in the workplace (75% strongly agree) and recognize the benefits of digital content such as facilitating quicker distribution and ability to reuse content. Paper-based or whiteboard content from collaborative work sessions increasingly are moving to the digital realm. During a tour of EMC’s storage manufacturing facility last week several of the process efficiencies touted were tied to digitizing information collection, including a widescreen digital whiteboard on the shop floor to replicate a physical whiteboard and an application that provides electronic access to the state of components as they are being tested, a task that previously required the technicians to walk through the test rooms and write down the information to then be inputted.

Custom development to automate and digitize manual processes remains core to ongoing process improvement. But for more informal content development, eventually iWorkers will take for granted originating this content digitally. Today adoption of wikis and blogs is still nascent, with under 10% of information workers using these tools. But as collaborative environments become more accessible via Web-based platforms like the Google Wave, Novell’s Pulse, IBM/Lotus Live, and Microsoft’s SharePoint and Office 2010, it will become even easier to live fully in a digital world of content.

Holdouts Hindered By Real Hurdles
There will be exceptions to the digital rule, however. Content captured via paper forms or that isn’t well supported for electronic input, such as math formulas or diagrams, will persist until better user interfaces make even these uses obsolete on paper. Most iWorkers today are not provisioned a stylus and tablet PC, so doing a first pass on paper or on a whiteboard remains faster even if eventually these drawings need to be captured digitally.

And there will be other holdouts as well: In an interview with NPR earlier this year, one of our era’s most prolific novelists James Patterson admitted he does all of his writing in longhand before turning it over to an assistant to be typeset. But in college classrooms, often the best barometer for what’s to come, more and more professors are allowing laptops and electronic note taking tools to be used in class. And as we look even further ahead, consider that penmanship has taken a backseat to keyboarding in the elementary curriculum at many schools. So for the class of 2025, Forrester predicts that their offices may not be just sans paper, but without a pen too. I guess that puts me ahead of the curve.

What about you? Are you farther along the paperless trail at home or at work? What’s driving paper reduction in your firm? What’s holding you back?

Microsoft Office 2010: The Odyssey Continues

by Sheri McLeish

Sequels never can match the thrill of the original. But the good ones offer a compelling story of their own, develop familiar characters, and introduce something new and exciting. Last week Microsoft gave developers a backstage pass to preview Office 2010, due out in the first half of next year. The drama unfolds with Microsoft and Google waging a multi-front war with each other in search, browsers, productivity tools, and, soon, operating systems. Glimpses of the fourteenth iteration of Office reveal Web-based lightweight apps along with capabilities geared at improving collaboration, multimedia content development, and email management.

Can Office 2010 save the franchise? Or will a simpler, better customer experience from Google draw in a bigger audience before next summer? And what does it mean for the bit players, independents, and sleepers like the Open Office suites from IBM/Lotus, Novell, and Sun, or for Adobe, Zoho, Thinkfree, Corel … that’s a lot of competition for a sluggish software market that Forrester sees as being down by 5% or more for the year.  The glimmer of hope for software vendors will likely come from subscriptions revenue for software-as-a-service (SaaS) products in 2010, which Forrester projects to grow by 7.5%.

Microsoft wants to lead that growing SaaS market. For enterprises, what’s notable about the Office 2010 story is that Office Web apps can be on-premise or hosted. The lightweight Web browser versions of Word, PowerPoint, Excel and OneNote will be free for consumers through Windows Live. Pow! But the bigger deal for enterprises is the option to host Office Web apps on-premises as annuity customers as well as via a hosted subscription through Microsoft Online Services. This option isn’t offered by Google today and, for the moment, may be what makes Office Web apps a hit in the enterprise.

To date, Microsoft’s dominance in large businesses remains mostly intact, with 57% of firms running Office 2007 and 80% supporting some version of Office.  Combined, the alternatives make up less than 8% of the enterprise market, according to Forrester’s March 2009 North America, Europe, And Asia Pacific Desktop Innovation Online Survey. And of those Forrester surveyed, 78% said they have no plans to look for an alternative to Microsoft Office. Real barriers remain for alternatives, from concerns about content control and security, sunk license costs, and online/offline issues for Web-based tools to fear of rejection by business users. Like it, love it, or not, people have a comfortable, familiar relationship with the Office apps. And that’s a critical edge Microsoft must maintain.

Technology Populism is fueling the collaboration and mobile collaboration markets and blurring the lines between work/life boundaries.  The influence of consumer experience can be equally powerful if harnessed by Google for email and productivity. Most enterprise IT departments rely on the feedback of their business users to measure the value of their productivity tools. Forrester data also shows upgrades generally driven by business demands (34%), because current tools are no longer supported (24%), are no longer compatible (16%), or because the culture demands it (15%). By promoting free access to Web-based tools, Microsoft seeks the sway of the public. Office 2000 ends support this month; Microsoft needs to get those firms on board with 2010 somehow. What will your firm do? What are your barriers to upgrading Office or moving to an alternative? Now is a good time to clarify your firm’s strategy, because 2010 looks like it could be a blockbuster year for buyers prepared to negotiate.

Can Open Text Turn The Page On Vignette's Recent History?

By Stephen Powers

ECM vendor Open Text announced this morning that it intends to acquire Vignette, provider of Web and transactional content management technologies. In some circles, the acquisition of Vignette has been a foregone conclusion for many months now. Vignette has been an established player for years, with an impressive customer base. But the company’s missteps (a major WCM upgrade that stranded longtime customers, questionable expansions into non-core areas, inconsistent customer service and contact) have left them weakened in a market where they should have been able to take advantage of the lack of size and/or stability of some of its competitors. As a result, Vignette’s license revenues have declined in a hot content management market, and the brand has been devalued despite its strong technology.

On the surface, this move appears to be a more understandable fit than Autonomy’s acquisition of longtime Vignette competitor Interwoven earlier this year. While Open Text’s current WCM product of choice (the former RedDot) has proven solid, particularly when compared to those of other ECM vendors, it doesn’t have the same demonstrated track record at the enterprise level as Vignette does. Vignette’s WCM technology – which the company re-architected a few years back – is more advanced. In addition, Vignette also has made good progress with its transactional management capabilities, courtesy of its Tower Technology acquisition, particularly in the medical and insurance verticals. Open Text could apply the LiveLink federation model to Vignette's transactional products and further extend its capabilities.

With Vignette in its stable, Open Text now has a stronger online technology foundation to build upon. And some interesting possibilities exist for integration – such as with Open Text’s digital asset management (DAM) product, and Vignette’s video analysis and delivery offering (from its Vidavee acquision). Of course, while this looks good on paper, execution in rationalizing the expanded portfolio will obviously be key to success. To Open Text’s credit, it has recently stepped up efforts to standardize and integrate its various offerings.

The other interesting question raised by this announcement: what to do about the Vignette brand? The press release states that Vignette will be run as a wholly-owned subsidiary. But will Open Text continue to invest in what some argue is a damaged brand? Or will they eventually go through a rebranding, as they did with their other ECM acquisitions, and retire the purple logo? Time will tell.

What does this mean for IKM professionals? For those using Vignette’s products, there is the comfort of knowing that Vignette has been acquired by a company that understands the content management business. In the short term, expect business as usual. And beware of fear-mongering by Vignette’s competitors. But Open Text will likely have to make some choices about which products to move forward with, and which to eventually sunset. In particular, for those using Open Text's current WCM, the question will be whether Open Text decides to position the former RedDot solution as a midmarket WCM, or consigns it to the Legacy Heap of WCMs Past (remember Gauss? IXOS? Obtree?). Be sure to keep a close eye on the news out of Open Text's Waterloo headquarters in the coming days and weeks.

After So Many Years Of Ballyhoo, Semantic Web Still Searching For Killer App

By James Kobielus

Cynics might call Semantic Web a technology looking for a solution. And they might have a point.

Semantic Web refers to a long-running World Wide Web Consortium (W3C) initiative that is working toward an ambitious--some might say hopelessly Utopian--goal. At heart, it is a vision for how the World Wide Web should evolve to realize its full interoperability potential.

People vary widely in how they interpret the scope of the Semantic Web initiative. The tech industries are swarming with a wide range of projects, products, and tools that implement different variants of this vision. What vision is that? In the broadest sense, Semantic Web refers to an all-encompassing metadata, description, and policy layer that can, potentially, support universal, automatic, comprehensive end-to-end interoperability across every macro or micro entity—including data, components, services, applications, and services—on every conceivable level.

Whew!!! If that’s not the working definition of “pie in the sky” or “boil the ocean” (pick your metaphor), I don’t know what is. In fact, I’m hard-pressed to refer to Semantic Web as a definable market or solution segment. However, it’s not entirely vacuous.

For starters, organizations can implement W3C-developed semantic description standards—such as Resource Description Framework (RDF) and Web Ontology Language (OWL)--to make the meaning of content unambiguously comprehensible to services, applications, bots, and other automated components. Second, there is a reasonably robust market for “ontology” tools to support RDF/OWL-based modeling of application semantics. Finally, there is some incremental adoption of these tools and concepts in established IT segments, such as:

• Enterprise content management (ECM): Semantic approaches can support more powerful discovery, indexing, search, classification, commentary, and navigation across heterogeneous stores of unstructured and semi-structured content. Semantic search—driven by concepts, not mere text strings--is regarded by some as a primary Semantic Web application. Indeed, many Semantic Web vendors are primarily implementing the technology in search engines that leverage ontology-based concepts to improve search accuracy and reduce spurious hits.

• Enterprise information integration (EII):Semantic approaches enable consolidated viewing, query, and update of structured data that has been retrieved from diverse sources. Indeed, most commercial EII environments present an abstract semantic layer that mediates access to heterogeneous data, such as enterprise resource planning and customer relationship management applications, converging it all to a common presentation-side schema. A handful of those EII vendors have begun to support Semantic Web standards, primarily through third-party software plug-ins

• Enterprise service bus (ESB):Semantic approaches can facilitate multilayered application, process, and service interoperability across disparate environments. To date, there has been little production implementation of Semantic Web standards in the ESB arena, though some vendors have adopted semantics, ontologies, and RDF to describe the conceptual models implemented by application endpoints, agents, and intermediary nodes within ESB-like middleware approaches such as event stream processing.

But Semantic Web approaches are still on the periphery of these markets. 10+ years into its inception, Semantic Web still has no clear killer app. It’s not clear if or when that app will emerge.

Lean Information Management Strategies for Lean Times

By James Kobielus

When the going gets tough, the tough get lean, focused, and flexible. To help organizations survive the bad times and thrive in all climates, their information management initiatives must remain agile and adaptable.

If you feel your information management strategy is anything but lean, you’re not alone. Many organizations struggle to gain control over information infrastructures that have become too bloated, rigid, and slow to realign with new business drivers.

Lean information management practices are essential for corporate survival. They are far more than belt-tightening exercises. They also help you build analytic muscle for excelling in any business environment. Here are some basic pointers for keeping your information management strategy lean:

• Trim your information infrastructure of excess cost. Lean means you should cut excessive, budget-busting overhead from your information management environment. Careful cuts are best, because they optimize your existing operations without gutting the core information, analytics, and applications that underpin your core competencies. Silo, server, database, and application consolidation should be your principal approaches. Also, you should re-evaluate vendor-sourcing strategies and renegotiate licenses at more favorable terms. And you should investigate lower-cost alternatives, such as software-as-a-service, to address business intelligence, business performance solutions, enterprise data warehousing, master data management, enterprise content management, and other information management requirements.
• Fit information initiatives to key business imperatives. Lean also means you fit, focus, and fully align your information management initiatives to mission-critical business imperatives. Strategic alignment ensures that you leverage information assets across diverse application domains and business processes, rather than allow that intelligence to languish underutilized in silos. To sustain this approach, you should establish an information management framework, such as a Business Intelligence Solution Center, that enables ongoing collaboration between business and IT stakeholders. You should engage all key business and technical groups in information management planning discussions.
• Flex information architectures to changing circumstances. Finally, lean means maintaining an approach that is flexible and adaptable, able to shift course as your needs and environment change. In yoga terms, lean is all about building, toning, and stretching analytical muscle to keep it from tearing when you need to transition rapidly from one strategic alignment to the next. You need the flexibility to swing between centralized information management infrastructures and decentralized or federated environments. For end-to-end data management environments, Forrester has developed an architecture decision support tool that helps information managers to determine which of several topologies is best suited to their needs: centralized enterprise data warehouse, hub-and-spoke, independent data marts, data federation, and information-as-a-service.

Considered as a comprehensive strategy, these lean practices are true bloat-busters and recession-beaters. They allow organizations to deliver practical insights that address all pain points, even--especially!!!--within strict budgets.

Meet One-On-One With Forrester Analysts At Our Business & Technology Leadership Forum 2008

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B

William Band
Research coverage for Business Process & Applications professionals
Customer relationship management applications, customer experience management, stakeholder alignment, enterprise CRM
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Matthew Brown
Research coverage for Information & Knowledge Management professionals
Marketing and advertising, enterprise portals, intranets and extranets, information and knowledge management
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Peter Burris
Research coverage for Technology Product Management & Marketing professionals
Enterprise marketing platforms, marketing automation, high-tech, application development
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C

Bobby Cameron
Research coverage for CIOs
IT governance, risk, and compliance; the marketing of IT; serving the business; security and risk
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Marc Cecere
Research coverage for CIOs
Designing IT organizations, changing the culture of an IT organization, IT strategic planning
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Patrick M. Connaughton
Research coverage for Business Process & Applications professionals
Supply chain management services, supply chain management applications, enterprise mobility, RFID
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Alex Cullen
Research coverage for CIOs
IT organization; IT strategy, planning, and governance; organizational design and change management, IT management
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Boris Evelson
Research coverage for Information & Knowledge Management professionals
Information and knowledge management, business intelligence, OLAP, data warehousing
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Chip Gliedman
Research coverage for Business Process & Applications professionals
Customer relationship management, help desk/service desk, customer service and support, packaged applications
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H

Paul D. Hamerman
Research coverage for Business Process & Applications professionals
ERP, human capital management, financial management, business performance solutions
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Brian W. Hill
Research coverage for Information & Knowledge Management professionals
eDiscovery, archiving, records and retention management, enterprise content management (ECM)
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Bradford J. Holmes
Research coverage for Vendor Strategy professionals
Tech marketing tools and best practices; government, high-tech, tech marketing strategies
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K

Rob Karel
Research coverage for Information & Knowledge Management professionals
Information and knowledge management, integration technologies, metadata management, extract
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Rob Koplowitz
Research coverage for Information & Knowledge Management professionals
Information Workplace, collaboration strategy, collaborative platforms, SharePoint
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George Lawrie
Research coverage for Business Process & Applications professionals
Retail information technology; consumer goods supply chain; pricing, promotions, and revenue optimization; collaborative processes such as trade promotions management and sales; and operations planning
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Sharyn Leaver
Research coverage for Business Process & Applications professionals
Packaged applications, business process management, ERP, application strategy and selection
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Craig Le Clair
Research coverage for Information & Knowledge Management professionals
ECM, BPM, output management, document processing services
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Pete Marston
Research coverage for Business Process & Applications professionals
Customer relationship management, sales force management, software-as-a-service, outsourcing
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Kyle McNabb
Research coverage for Information & Knowledge Management professionals
Information and knowledge management, document imaging, eForms and information capture, enterprise content management
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Thomas Mendel, Ph.D.
Research coverage for Vendor Strategy professionals
Product portfolio strategies, mobile services, business service management, data center management
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Connie Moore
Research coverage for Information & Knowledge Management professionals
Information and knowledge management, business process optimization, IT organization, enterprise content management
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Leslie Owens
Research coverage for Information & Knowledge Management professionals
Information and knowledge management, taxonomy and classification, enterprise search platforms, text mining and analytics
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Natalie L. Petouhoff, Ph.D.
Research coverage for Business Process & Applications professionals
Customer service and support, customer experience, customer experience management, business strategy for customer experience
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Lisa Pierce
Research coverage for IT Infrastructure & Operations professionals
Voice services, telecommunications services by region, remote access infrastructure, networking
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Tom Pohlmann
Research coverage for CIOs
Business models, high-tech, corporate strategy, tech sector economics, product and solutions strategies
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Stephen Powers
Research coverage for Information & Knowledge Management professionals
Information and knowledge management, digital asset management, enterprise content management, Web content management
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Stefan Ried, Ph.D.
Research coverage for Vendor Strategy professionals
Enterprise architecture, Service-oriented architecture, application platforms and programming strategy; application development
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S

Ted Schadler
Research coverage for Information & Knowledge Management professionals
Real-time collaboration tools (instant messaging, presence, document sharing, etc.), cloud-based collaboration and email, mobile collaboration tools and applications, virtual worlds for the enterprise
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Claire Schooley
Research coverage for Information & Knowledge Management professionals
eLearning, information and knowledge management, videoconferencing, Web conferencing, enterprise collaboration, new workforce, retiring workforce
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Scott Tiazkun
Research coverage for Business Process & Applications professionals
Financial management; governance, risk, and compliance; financial management applications; security and risk
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Zach Thomas
Research coverage for Business Process & Applications professionals
Human resources management applications, compensation, recruitment strategies, packaged applications
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Tim Walters, Ph.D.
Research coverage for Information & Knowledge Management professionals
Web content management, enterprise content management, digital asset management, information and knowledge management
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R "Ray" Wang
Research coverage for Business Process & Applications professionals
Enterprise apps and ERP, software contract negotiations, software partnerships and ecosystems, customer data integration
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Doug Washburn
Research coverage for IT Infrastructure & Operations professionals
Green IT, IT organization, IT infrastructure and operations, IT management
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Gil Yehuda
Research coverage for Information & Knowledge Management professionals
Enterprise Web 2.0 and Social Computing; collaboration strategy, tools, and culture; virtual communities of practice; virtual team collaboration
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Quark Making A Dynamic Comeback?

By Sheri McLeish

Quark, Inc. has been undergoing a major strategic overhaul in the past two years. With its acquisition this month of In.Vision, the leading add-in to Microsoft Word for XML authoring, it appears poised to be taken seriously for enterprises wanting to empower their business units and be able to reuse content dynamically through a variety of channels.

Once the leading desktop publishing solution, Quark's star fell hard and fast as Adobe shattered its dominance with InDesign and its leading Creative Suite of products. In 2000, Quark's founder Tim Gill sold off his stake in the private company, and in subsequent dark years Quark looked to gain its footing in a dramatically changing publishing world. Off the radar and nearly forgotten, in 2006 Raymond Schiavone was brought in to serve as president and CEO. Schiavone, the former president and CEO of Arbortext, Inc. (which was acquired by PTC), brought to Quark a wealth of experience in XML-based authoring and publishing products – and a vision for a reinvented Quark.  He also brought his former colleagues over. Today's Quark executive team includes a CIO, Sr. VP of Corporate Marketing, and two Sr. VPs of Sales that did stints at Arbortext.

Always taken to task for its poor support and spotty integration capabilities, Quark has been trying to pull its support act together and opened up its platform and partnership approach. One of these strategic partners was In.Vision, a Microsoft Office Solution Builder grand prize winner. In.Vision's Xpress Author for Microsoft Word provided Quark with an easy-to-use authoring tool with XML capabilities. But Quark wants to bulk up and was hungry for more than a partnership. By purchasing the assets of In.Vision, Quark not only gains a leading XML authoring tool and related technologies, but a growing client base and existing partnerships and alliances.

While Quark's move won't send the competition scrambling (some may even be surprised it is still around), it is another step on the path toward providing a true solution for professional design and simplified XML authoring capabilities in a single integrated system. Quark's Dynamic Publishing Solution, combined with XML authoring and design, provide a system that will be of interest to content-heavy business units like marketing and sales. Of course, the catch here is that the integration isn't entirely seamless – yet. But given its recent measures to reinvent itself, Quark's pulse is quickening, and there is more than a glimmer of hope for a dynamic comeback.

To learn more about Forrester's take on dynamic publishing, please read "Drive Forward With Dynamic Publishing."

Open Text Makes A DAM SaaS-y Move

By Stephen Powers

I'll give you five seconds to recover from your pun-induced groaning [5...4...3...2...1] Now, on to the news: Open Text announced late last week that it has acquired eMotion, a software-as-a-service digital asset management (DAM) product, from Corbis. Open Text plans to rebrand eMotion as Artesia on Demand for Marketing, complementing its full-featured, installed Artesia DAM product.

This move into SaaS DAM is a smart move by Open Text. The installed version of Artesia has a reputation as one of the top DAM solutions out there, but its functionality and price tag may be daunting for those organizations just starting to dip their toes into the DAM waters. Some enterprises don't have the need for some of the high-end functionality - management of broadcast-quality video, for example - that "Classic Artesia" offers. Instead, many enterprises exploring DAM want to use it to manage rich media assets for use in the online channel.

In addition, marketers are now driving some of the demand for DAM, and they're not excited about waiting in the IT queue for another installed content management implementation. While other components of ECM (like Web content management) may need customizations that don't lend always themselves to the SaaS model, marketing requirements for DAM tend to be more a bit more straightforward: repository, workflow, search, metadata, permissions, and hooks into delivery mechanisms.

Now, Open Text has a DAM solution that can meet mid-level needs, and customers who want SaaS - without worrying about the stability of some of the niche DAM vendors - get the benefit of the relative stability of Open Text. Plus, this acquisition has the possibility of being an effective answer to North Plains' recent release of a SaaS version of its TeleScope product. Time will tell how much tinkering Open Text needs to do with its new acquisition, but this is a good first step into the SaaS world.

Oracle To Purchase Skywire Software – DOM And ECM Continue Pattern Of Convergence

By Craig LeClair

On June 24, 2008, Oracle announced its intent to purchase Skywire Software. This potential acquisition has three very strong positives:

Skywire enhances Oracle's ECM offering. Skywire Software has a document output management arsenal that includes Whitehill Technologies (InSystems) and Docucorp International, both of which the company acquired in 2007. Skywire's customer communication solution fills gaps and creates opportunities in Oracle's overall ECM suite. Universal Content Manager and Imaging and Process Manager can now provide complete structured solutions -- built for statements and bills for the print channel, and interactive output management -- creating direct marketing material, or collaboration and workflow for creating enrollment kits. In addition, pain points in customer communication can be addressed more broadly when Skywire's DOM solution is combined with Oracle's web content management products to provide a more complete multi-channel solution.

The acquisition enhances Oracle's reach into the insurance vertical. Oracle continues to expand its insurance industry assets. Insurance has always been a bit IBM-heavy on the software side -- perhaps reflecting thier conservative disposition -- so Oracle's collection of insurance assets makes perfect sense. Most of Skywire Software's DOM customers (1,400 of 2,000) are in insurance, and most others are in financial services. So even before any synergy with Oracle's Global Insurance business unit, Skywire provides document automation for more than 60 policy and administrative systems. The Whitehill product provides strength in Group Health and Life insurance, while the products acquired from Docucorp offer strong Property and Casualty solutions.

When Skywire is viewed in the context of Oracle's Global Insurance assets -- incuding AdminServer, a licensed software suite for policy and administration -- the combination will be a formidable competitor to other DOM solutions in one of the strongest verticals. Over time, we expect Oracle to provide process integration packs within their Application Integration Architecture, leveraging Fusion Middleware and BPEL Process Manager -- a compelling solution for the insurance industry.

This makes sense for Oracle as a good defensive move. We have seen HP purchase Exstream Software and EMC purchase Document Sciences, so I will go out on the analyst limb and declare the ECM/DOM consolidation trend valid. Oracle picked up the strongest remaining DOM provider. Good move.

Other nice things include Skywire's Tracker insurance-compliance product that merges rating data with underwriting document production. The DOM products provide good coverage in insurance.

The acquisition is a real boost to Skywire as well. Oracle's R&D budget and experience in unifying software application will be a plus, as their diverse platforms will create road map and unification challenges. And any worries of having needed ECM support are now gone, as the suite can leverage UCM. This acquisition is all good news for Oracle and Skywire.