I once played golf with an ex-politician who ran Liverpool Council until he had to resign after being caught accepting bribes from local firms tendering for lucrative council contracts. He claimed there was no impropriety because all the bidders paid him the same amount. I remembered this story when the leader of IBM’s sell-side e-commerce program, presenting at Ariba Live this week, talked about moving selling “off the green and into the blue.” His goal is to make IBM customers’ on-line buying experience (the blue) so great that IBM can reduce the time its sales reps spend playing golf with customers (the green).
Of course, that message went down like a lead balloon at a software event packed with sales reps and purchasing managers (not to mention analysts) who regard frequent corporate shindigs as an important compensation for an otherwise overworked and underpaid existence. He is right that suppliers should integrate their order processing system with customers’ eProcurement applications, such as via a supplier network, but not at the expense of the business relationship. Moreover, though it’s a nice tag line, it confuses sourcing (deciding from whom to buy) with procurement (getting things you need from the approved sources).
Today, with some fanfare, Oracle announced its Oracle BPM Suite 11g Release. Although the product has been GA since late April, Oracle is just now launching a major campaign to announce and promote the new release.
The Oracle BPM Suite 11g release comes as a long-awaited announcement for former BEA customers that built large-scale BPM practices and competency centers around BEA's AquaLogic BPM (ALBPM) Suite offering. Since Oracle announced its acquisition of BEA in January 2008, many of these customers have been scratching their heads trying to figure out whether Oracle was going to kill BEA's BPM Suite in favor of Oracle BPEL. And in some cases, Oracle helped fan the flames of confusion by putting out conflicting messages about which product would survive.
Prior to joining Forrester, I led a dedicated BPM practice for a global consulting firm based in Washington, DC. I stood up the practice with Fuego - a leading BPM suite vendor at the time - as our premier BPM suite partner. We transitioned to partnership with BEA when Fuego was acquired by BEA in 2006. And then finally transitioned to partnership with Oracle, when Oracle acquired BEA in 2008. Over the past 5 years I've had a front row seat - across sales, delivery, and support - to the evolution of the product that Oracle now calls Oracle BPM Suite 11g. I've seen its sparkles and its warts over numerous large-scale implementations for public sector and commercial customers.
Many product strategists are, like me, old enough to remember software stores like Egghead. Those days are gone. Today, consumer packaged software represents a very limited market – the software aisle has shrunk, like the half-empty one at the Best Buy in Cambridge, MA (pictured).
Only a few packaged software categories still exist: Games. Utilities and security software. And Microsoft Office – which constitutes a category unto itself. Some 67% of US online consumers regularly use Office at home, according to Forrester’s Consumer TechnographicsPC And Gaming Online Survey, Q4 2009 (US). Office is the most ubiquitous – and therefore successful – consumer client program aside from Windows OS.
Office 2010, Microsoft’s latest release, will continue to succeed with consumers. On the shoulders of Office 2010 rests nothing less than the defense of packaged software in general. It’s also the most tangible example of Microsoft’s Software Plus Services approach to the cloud – a term that Microsoft seems to be de-emphasizing lately, but which captures the essence of the Office 2010 business goal:
To sell packaged client software and offer Web-based services to augment the experience.
A few weeks ago, Stephanie Balaouras and I posted a podcast on a topic that has been a high priority for many of our customers — how to apply risk management techniques to IT security. We know that many of you are feeling the pressure to take the lead in IT risk management and in some cases even play a role in initiating risk management at the corporate level.
The key to success is understanding the core elements of risk management and how to plug them into existing processes without creating simply another layer of overhead. A major theme of my recent research has been on existing risk management standards and how they are being applied to IT Security and Risk functions. For example, the ISO 31000 risk management standard outlines a five-step process for formalized risk management. My January report, Introducing ERM To IT Security And Risk , provides a summary of the standard, and I will be expanding upon the next steps in my upcoming research documents. In addition, look out for my next doc on Regulatory Intelligence, to be published in the next few months.
In the meantime, I encourage you to listen to this podcast to hear about best practices and lessons learned from clients who have gone through these steps. And as always, I welcome any questions or feedback.
A recent email got my attention. It highlighted a blog post on the MIT Technology Review website about a video from RSA Animate (copied below) illustrating a lecture by Dan Pink (@danielpink on Twitter): "The Surprising Truth About What Motivates Us," based on his book of the same name.
What got my attention? We need to stop rewarding with a carrot and threatening with a stick. The video highlights multiple research findings that suggest knowledge workers are more motivated by autonomy, mastery and purpose than by financial reward. Pink suggests that financial incentives may actually have a detrimental impact on performance under certain circumstances. (The research suggests money is a motivator for purely mechanical tasks but as soon as some level of cognitive processing is required to complete the task, money is secondary to other factors.)
I have to say this was a little hard to swallow at first. But then I almost missed a key point: this is only true when minimum financial rewards are met, i.e. when employees are paid a large enough base salary, financial incentives to deliver high performance may be detrimental when compared to other motivators such as the desire for: autonomy, mastery of skills, and a sense of purpose.
When designing application infrastructure strategy, planning for the renewal of their application landscape, or assessing their overall strategic position, banks and other types of firms in financial services typically like to know the answer to the question: “What are the others doing?” In the past, surveys similar to our newest financial services survey helped application delivery professionals as well as enterprise architects assess their position, for example, regarding application infrastructure strategy as well as broader application renewal initiatives and position their individual initiative in the regional or global IT and business environment.
Each year we conduct a search for the best examples of social media/social communities as part of our search for winners of the prestigious Forrester Groundswell Awards. This year we have added a new category of award aimed at internal communities designed to help management with innovation and/or collaboration across the organization — communities that empower employees.
In the fall I’ll be helping my colleague, Ted Schadler — co-author of the upcoming book Empowered — to judge the winners of the management category. So if you have a social community or social media success story please consider nominating your firm for one or more categories in this year’s awards.
Next week, vendors from across the social computing landscape will converge on Boston for TechWeb’s Enterprise 2.0, a business Web 2.0 conference and trade show. In advance of this event – which I will be attending – I thought I’d discuss a topic that has started to emerge in my research of social software: the proliferation of social components in business applications. More specifically, I want to address a question a client recently raised: is having a social layer going to be necessary for businesses to adopt business applications going forward?
Over the last few years, we have seen software vendors position social tools as part of software suites such as collaboration platforms (e.g. SharePoint 2010, Lotus Connections), project management packages (e.g. ThoughtWorks Mingle), BPM tools (e.g. ARISalign) and CRM systems (e.g. Salesforce Chatter). This is the natural reaction to what seems to be heavy business interest in these technologies: 65% of firms deploy at least one Web 2.0 tool. However, the marketing and selling of these tools is predicated on two myths:
Myth #1: Information workers are clamoring for these social tools. I have sat in on many vendor briefings where a company representative tells me employees demand Facebook-like or Twitter-like tools to do their jobs. Not true. When we ask information workers about their use of social networks, wikis, discussion forums, blogs, and microblogs for work, only a small group actually uses them; social networking tools, the best-adopted technology, is used by only 12% of information workers. When we ask non-users their desire in using each of these tools, small portions express interest; the most sought-after technology, discussion forums, only piques the interest of 15% of information workers.
[Scroll down to view Forrester’s "The Evolution Of Green IT" video… don’t worry, it’s only ~6 minutes.]
As a quick recap, part one of this video series walked through how corporations and governments are using green strategies to achieve their financial and political ends. From there, I gave a handful of examples around how green IT is helping leading organizations — like Sprint, AT&T, and Tesco — save $20m, $12m, and achieve a 17% reduction in fuel consumption, respectively.
So what can you expect in part two? In ~6:00 minutes, part two of this video series will discuss green IT's quickly expanding scope and approach. What do I mean by this? In short, green IT's scope is evolving beyond the data center into distributed IT and broader business operations. Forrester calls this the green IT 1.0 ("green for IT") and 2.0 ("IT for green") transition. Likewise, the approach to green IT is expanding beyond procuring more energy efficient equipment to also include software, services, people, and process. And the savings from these new approaches are impressive:
In this podcast Claire covers the three most common types of relationships in workplace mentoring and goes on to discuss the benefits to the mentor, mentee, and organization. She cites two major companies that have succesfully implemented large scale mentoring technology implementations. Critical components for successful mentoring programs are discussed and the podcast is closed with takeways for establishing a mentoring program.