I get lots of questions from clients on whether they should consider (or continue to rely on) SAP BW for their data warehousing (DW) and business intelligence (BI) platform, tools, and applications. It’s a multidimensional (forgive the pun) decision. Jim Kobielus and I authored our original point of view on the subject soon after the SAP/BusinessObjects merger, so this is an updated view. In addition to what I’ll describe here, please also refer to all of the DW research by my colleague, Jim Kobielus.
First of all, split the evaluation and the decision into two parts: front end (BI) and back end (DW).
Back end – DW
Best for SAP-centric environments.
Agile tool that lets you control multiple layers (typically handled by different tools) such as ETL, DDL, metadata, SQL/MDX from a single administrative interface.
Thirteen months ago, I introduced the concept of “Smart Computing,” which I predicted would drive the next big wave of technology innovation and growth in the 2008 to 2016 period (see December 4, 2009, "Smart Computing Drives The New Era of IT Growth"). Smart Computing involves the addition of new awareness technologies like RFID, sensors, and image recognition and new real-time analysis technologies, along with adoption of foundation technologies like service-oriented architectures, unified communications, virtualization, and cloud computing. Since then, I have been tracking the tech market for evidence that this is in fact happening.
One key indicator I am watching is how many vendors have started to incorporate “Smart Computing” terms and language into their marketing, sales, and brand material. This matters, because tech vendors will be the ones that translate the concepts embedded in Smart Computing into actual sales of solutions and products to clients, thereby generating the revenue growth that will cause the tech market to grow twice as fast as the economy as we expect. In fact, that kind of tech market growth has been occurring, at least in the US (December 14, 2010, “US Tech Industry Outlook For 2011 -- 2011 Likely To Replay 2010's 8% Overall Domestic Growth Rate”). But we want to see whether that strong growth is due to adoption of Smart Computing solutions, or other factors.
I've always liked the approach Dimdim took in offering web conferencing services. The pillars of the business model, which I profiled last year, were lean operations, smart viral marketing and technology partnerships with larger companies like Novell and Nortel CVAS. The technology they built emphasized ease of use, providing an audio/video/web conferencing experience through the browser, allowing information workers access to a web meeting regardless of the device or operating system they were using. So it was not surprising when software vendors looking for conferencing capabilities started sniffing around Dimdim as an acquisition target. It was even less surprising when Salesforce.com picked up the company for $31 million yesterday.
For Salesforce, this was a straight technology acquisition, as evidenced by the seemingly near total shutdown of Dimdim's website: Monthly accounts cease on March 15 and annual accounts will be allowed to complete their term but will not be able to renew. While the rapid sunsetting of the Dimdim brand probably won't make Salesforce any friends in the Dimdim user base -- reportedly north of 5 million -- it should provide some interesting new services for Salesforce CRM and Force.com customers. Why? Dimdim's real-time communications technology fleshes out the collaboration story Salesforce began with its social offering, Chatter, last year. This blending of tools will boost the collaborative power of some key Chatter features:
No need to revisit the success of iPad. The millions of units sold since April speaks for itself. While most of these have been purchased at retail, many buyers use their tablets for work, often sponsored or supported by an enlightened IT organization. 2011 will be a big year for iPad in the enterprise.
But what about the countless number of tablets from other manufacturers? These anything-but-iPad (ABi) tablets promise enticing characteristics that Content & Collaboration professionals cherish, things like Flash media support, enterprise app stores, and sometimes greatly enhanced security (as RIM’s Playbook will have) or deep links to the unified communications infrastructure (as Cisco’s Cius will have) or full Microsoft Office support (as HP’s Slate will have).
How will these ABi tablets fare in the enterprise in 2011? Fair to partly cloudy, I fear. Three gating factors will slow enterprise adoption:
Many ABI tablets and particularly those from RIM and Cisco and HP will be sold primarily to companies. So in a world of smartphone and tablet consumerization where employees bring personal devices to work, the leading ABi business tablets are being sold through the enterprise door. This will slow down adoption as IT buyers find the budget and evaluate the alternatives. In contrast, iPad is available to consumers as well as directly to businesses. So IT can at least temporarily sidestep the issues of funding and data plan provisioning while developing a tablet strategy. It’s an easier business case to make in 2011. Of course, other Android tablets are available to consumers and will come in through the employee door.
First, let me wish you a Happy New Year. If you're like me, a new year inevitably brings about reflection on the previous year: things accomplished, things left to accomplish, and things that caught our attention. In that latter category, the thing that really caught my attention in 2010 was the emergence of WikiLeaks. As an analyst who covers enterprise collaboration topics -- including enterprise use of social software -- it's a fascinating subject: On one hand you have a platform for disseminating government and private-sector information to the public, and on the other, you have a forum that advertises itself as publishing information organizations would prefer stay behind their firewalls. For the Content & Collaboration (C&C) professionals I serve, that second point is troubling. Allowing information to flow freely within the organization is the mantra of many C&C pros looking to make their businesses more efficient and competitive in this 21st century global business environment. But this is a difficult sell in a WikiLeaks world where, as demonstrated with the disclosures made last year, a low-level employee with access to connected systems can provide sensitive information to a third party. In 2011, Julian Assange's outfit is promising a new round of document publication, this time from a major American bank (rumored to be Bank of America), which makes the question of information freedom more acute for C&C pros: Is collaborative information sharing really possible?
With 2011 still bright and full of hope for most of us, what are the key trends that customer service professionals need to pay attention to as you plan for success this year?
Here are the top trends that I am tracking. My full report will be published in January.
Trend 1: Organizations Standardize Customer Service Across Communication Channels
In 2011 and beyond, customer service management professionals will continue to work on standardizing the resolution process and customer service experience across communication channels (e.g., web self-service, chat, email, Twitter, phone).
Trend 2: The Universal Customer History Record Becomes A Reality
Intel today officially announced the first products based on the much-discussed Sandy Bridge CPU architecture, and first impressions are highly favorable, with my take being that Sandy Bridge represents the first step in a very aggressive product road map for Intel in 2011.
Sandy Bridge is the next architectural spin after Intel’s Westmere shrink of the predecessor Nehalem architecture (the “tick” in Intel’s famous “tick-tock” progression of architectural changes followed by process shrink) and incorporates some major innovations compared to the previous architecture:
Minor but in toto significant changes to many aspects of the low-level microarchitecture – more registers, better prefetch, changes to the way instructions and operands are decode, cached and written back to registers and cache.
Major changes in integration of functions on the CPU die – Almost all major subsystems, including CPU, memory controller, graphics controller and PCIe controller, are now integrated onto the same die, along with the ability to share data with much lower latency than in previous generations. In addition to more efficient data sharing, this level of integration allows for better power efficiency.
Improvements to media processing – A dedicated video transcoding engine and an extended vector instruction set for media and floating point calculations improves Sandy Bridge capabilities in several major application domains.
At Forrester, we think of strategic talent management as made up of four pillars: Recruiting, Performance (including succession and career development), Learning, and Compensation, which sit on top of the core HR system that manages employee records and transactions. These four pillars of HRM (human resource management) have taken on critical importance in the past year. Organizations find talent that they must bring up to full productivity as quickly as possible. Leaders want to make sure employees have performance goals and appropriate formal and informal training to help them meet these goals. For those strong performers, variable compensation rewards their work efforts. Technology is available to automate all these processes, but up until this year, few vendors provided functionality in all four strategic HRM pillars.
Virtualization and cloud talk just woke the sleeping giant, networking. For too long, we were so isolated in our L2-L4 world and soundly sleeping as VMs were created and a distant cousin was born, vSwitches. Sure, we can do a little of this and little of that in this virtual world, but the reality is everything is very manually driven and a one-off process. For example, vendors talk about moving policies from one port to another when a VM moves, but they don’t discuss policies moving around automatically on links from edge switches to the distribution switches. Even management tools are scrambling to solve issues within the data center. In this game of catch, I’m hearing people banter the word “app” around. Server personnel to networking administrators are trying to relate to an app. Network management tools, traffic sensors, switches, wan optimization are being developed to measure, monitor, or report on the performance of apps in some form or another.
Why is “app” the common language? Why are networks relating to “apps”? With everything coming down the pike, we are designing for yesterday instead of tomorrow. Infrastructure and operations professionals will have deal with:
Web 2.0tools. Traditional apps can alienate users when language and customs aren’t designed into the enterprise apps, yet no one app can deal with sheer magnitude of languages. Web 2.0 technologies — such as social networking sites, blogs, wikis, video-sharing sites, hosted services, web applications, mashups, and folksonomies — connect people with each other globally to collaborate and share information, but in a way that is easily customized and localized. For example, mashups allow apps to be easily created in any language and data sourced from a variety of locations.
A New York Times article, “What Is It About 20-Somethings?” written last summer has stayed with me as I continue to talk with clients about the Millennials and how they approach work life. This article talks about the new growing-up phase of today’s Millennials as a distinct life stage called “emerging adulthood” and relates it to “adolescence,” which was a new term 100 years ago when 12- to 18-year-olds began staying in school instead of starting to work at 12 or 13. Many young people in their early 20s are not following the path of past generations — graduate high school, go on to college, graduate, find a job, marry, start a family, and eventually retire. Rather, 40% of today’s Millennials move back home at least once, have many jobs as well as romantic relationships in their 20s, travel, do what appears like nothing, and go back to school. They are exploring and feel no need to rush to make work or personal commitments. They are the product of their Baby Boomer parents who, although they worry about their children making it on their own, provide support and encourage them to find what’s right for them. Millennials as children were encouraged to explore as they participated in a variety of sports, drama, music, and other enriching children-focused activities during and after school. It’s not surprising that they now want to explore many career and life options and don’t feel any obligation to follow the traditional approaches to adulthood. We also see government regulations allowing parents to keep their children on their health insurance until they are 26.