Rollin Ford has one of the toughest CIO jobs on the planet. He leads a global IT team in one of the world’s largest companies by revenue and employees, a company that has earned a reputation for leadership in supply chain that has allowed it to dominate its markets. Yet Wal-Mart is constantly under pressure to maintain its leadership position. In the US, Target has become a fierce competitor, while in the UK, Tesco may have overtaken Wal-Mart in supply-chain leadership, with Tesco's move into the US watched closely by Wal-Mart.
Earlier this year, Ford sat on a CIO panel discussing IT’s role in innovation. His thoughts on innovation also touched on strategy and alignment. He suggested that innovation starts with the customer, then leads into a business strategy, and then it gets enabled by technology. However, he acknowledges, “there are very few secrets out there.” Ford suggests that the only competitive advantage over time is the speed at which your organization can implement and leverage innovative ideas: “Your organization has to embrace change and new technologies, and that becomes your model. It’s about getting from A to B and doing it quicker than everybody else.”
A startup, who wishes to remain anonymous, is delivering an innovative new business service from an IaaS cloud and most of the time pays next to nothing to do this. This isn't a story about pennies per virtual server per hour - sure they take advantage of that- but more a nuance of cloud optimization any enterprise can follow: reverse capacity planning.
On July 27, 2010, Parallax Capital Partners announced that it was acquiring Daptiv, a SaaS PPM vendor. Forrester customers who are current Daptiv customers or are considering Daptiv as a PPM vendor should not be deterred. As a $20 million vendor, Daptiv provided a strong work group for project portfolio management, performing well at the departmental or divisional level, but had limited capabilities in areas that were attractive to enterprisewide implementations, including functionality (i.e., resource management and financial project management) and ability to scale development or support - a typical problem for smaller vendors. Prior to the acquisition, the company had started down the path toward enterprise viability, but the vendor was still seen as best suited to small to medium-sized standalone implementations.
Acquisition by capital investment firms can mean prepping a company for sale, but with Parallax operating Daptiv as a wholly owned subsidiary, Daptiv’s future looks much more positive. Having Parallax’s backing, the vendor will now be able to:
Increase R&D funding to further develop the connectors for ERP integration as well as extend connectors to other demand management or portfolio management tools.
Provide resource management functionality that supports forecasting and capacity management.
Increase support capabilities for larger, more complex implementations in order to compete at the enterprise level.
Extend its Daptiv platform to encompass more work-related data and reporting.
Provide increased financial modeling at the portfolio level and project actual capture for financial reporting.
Yesterday Oracle announced that both HP and Dell would certify Solaris on their respective lines of x86 servers, and that Oracle would offer support for Solaris on these systems.
Except for IBM, who was conspicuously missing from the announcement, it's hard to find any losers in this arrangement. HP and Dell customers get the assurance of enterprise support for an OS that they have a long track record with on x86 servers from two of the leading server vendors. Oracle gets a huge potential increase in potential Solaris footprint as Solaris is now available and supported on the leading server platforms, with accompanying opportunities for support revenue and cross-selling of other Oracle products.
All in all, an expected but still welcome development in the Oracle/Sun saga, and one that should make a lot of people happy.
I just returned from a business visit to India, and on the long way back, I had the time to sort out some observations and ideas on the future of the banking backbone that I had discussed with bankers as well as banking platform vendor execs over the past few weeks. But let me start from the beginning.
Whether you are a CEO, CIO, IT employee, or working outside of IT, you have some level of understanding of your organization’s strategy. At least that’s what I believe. But how much do you understand? To find out we’re conducting research across the enterprise to see how well employees understand business strategy and whether they have any idea about the IT strategy or even the IT architecture strategy.
As a reader of this blog, I know you are an innovative thinker and business-savvy — I’m hoping you will please take five minutes now or later today to help out our research by taking part in this survey, no matter where you work or what your role is. Even if you cannot take the survey, you can still help by sharing a link to this post (http://bit.ly/cioblog29) with friends, colleagues, and associates who you think may be interested in the results.
The survey examines a number of aspects of business and IT strategy, such as:
How well defined and understood is the business & IT strategy?
How well understood are the measures of strategy success?
What time horizons are most common for strategic planning?
Frequency of planning updates
The perception of IT (from inside IT and from outside IT)
The maturity of enterprise architecture planning
Social technology strategy
I'll be writing future blog posts here based upon the data we gather as well as sending participants a summary of the results.
I have received a number of inquiries on the future of SPARC and Solaris. Sun’s installed base was already getting somewhat nervous as Sun continued to self-destruct with a series of bad calls by management, marginal financial performance, and the cancellation of its much-touted “Rock” CPU architecture. Coming on top of this long series of negative events, the acquisition by Oracle had much the same effect as throwing a cat into the middle of the Westminster dog show, and Oracle’s public responses were vague enough that they apparently increased rather than decreased customer angst (to be fair, Oracle does not agree with this assessment of customer reaction, and has provided a public list of customers who endorsed the acquisition at http://www.oracle.com/us/sun/030019.htm).
Fast forward to last week at Oracle’s first analyst meeting focused on integrated systems. While much of the content was focused on integrating the software stack and discussions of the new organization, there were some significant nuggets for existing and prospective Solaris and SPARC customers:
Adobe has gotten into the content management business, with its announcement earlier today of its intent to acquire Day software for $240 million. Day —with its WCM, DAM, and collaboration offerings — has had a good deal of buzz over the last year or so. Why? Mostly due to a renewed marketing push, demo-friendly products, and occasional uncertainty around competitors due to acquisitions (Interwoven, Vignette) . Day was one of the few remaining independent WCM vendors with enterprise credentials and was ripe for the picking, particularly given the strength of its WCM product. Adobe, of course, brings its document, creative authoring, and rich Internet application development tools to the table.
With the Day deal and last year’s Omniture acquisition, Adobe continues to assemble components of the online customer engagement ecosystem that we wrote about earlier this year. What’s interesting is which vendors are approaching this ecosystem — from the standpoint of ECM (IBM, Oracle/Stellent, Open Text/Vignette), marketing software (Alterian/MediaSurface), enterprise search (Autonomy/Interwoven), and now creativity software/interactive Web applications (Adobe).
So, what does this deal mean for content and collaboration pros?
Short term, there shouldn’t be a whole lot to worry about for either set of customers. Adobe and Day’s offerings generally don’t have much overlap , but rather are complementary. So there should be no worries about certain products being discontinued in favor of others.
Day and Adobe customers will have the opportunity to source more components of the online customer engagement ecosystem from a single vendor and potentially take advantage of possible integrations to come down the road.
With all the hype and progress happening around cloud computing, we know that our infrastructure and operations professional clients are under pressure to have a cloud answer. This is causing some unproductive behavior and a lot of defensiveness. A growing trend is to declare victory – point to your virtual infrastructure where you can provision a VM in a few seconds and say, “See, I’m a cloud.” But you aren’t, really. And I think you know that.
Being a cloud means more than just using server virtualization. It means you have the people, process, and tools in place to deliver IT on demand, via automation, are sharing resources so you can maximize the utilization of assets and are enabling your company to act nimbly. In our latest Forrester report we document that to be a cloud you need to have:
After an in-depth survey of IT security and risk professionals, as well as our ongoing work with leaders in this field, Forrester recognized the need for a detailed, practical way to measure the maturity of security organizations. You asked, and we responded. I'm happy to announce today we published the Forrester Information Security Maturity Model, detailing 123 components that comprise a successful security organization, grouped in 25 functions, and 4 high level domains. In addition to the People, Process, and Technology functions you may be familiar with, we added Oversight, a domain that addresses the strategy and decision making needed to coordinate functions in the other three domains.
Our Maturity Model report explains the research and methodology behind this new framework, which is designed to help security and risk professionals articulate the breadth of security’s role in the organization, identify and fix gaps in their programs, and demonstrate improvement over time.
What makes the Forrester Information Security Maturity Model work?