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When business processes finally become intelligent
Over the past several months I have done a lot of research on the BI market, the trends and the vendor landscape. There is a clear indication that BI solutions are becoming more sophisticated, more intelligent and – more integrated into other applications to enhance the performance of the application supported business processes.
Very recently now, in discussions with BPM vendors like IDS Scheer, HandySoft and many others it became very eminent that from the other side, BPM solutions are moving steadily into the field of Business Intelligence too. The world of BPM and BI solutions are converging to bring intelligent business processes to the market – eventually. However, today we are still some steps away from this picture and the convergence of BPM and BI will likely proceed in smaller steps are outlined in the below BI-BPM convergence model.
Today several BPM vendors have actively integrated business intelligence capabilities into their solutions. Larger ones like IDS Scheer have developed their own analytics while smaller vendors like HandySoft are using OpenSorce components offered by JasperSoft and other OpenSource BI vendors. The integration offers users new and consistent insights along the whole business process. A user in this context means both:
a) Business users that are part of the business process get access to relevant information and reports that increase the efficiency of the process, and
b) Business process owners get an insightful analytics of the process metadata to be able to further enhance and streamline the process.
#SCRM (the hash our group uses to communicate on Twitter) group embodies the very essence of what social media is about: genuine authentic, direct and real conversations. Being a participant and a practitioner, I thought I would share my observations and thoughts... not just at this conference, but what I have seen in the actions and behaviors of this group over the past year or more... And these foreshadow a world that is being created right now as you are reading this...
91% of executives say customer experiences are critical or very important to their businesses, nearly 5,000 consumers prefer better customers experiences over lower prices and better customer experiences drive higher revenue and profits,—according to Forrester Research .
Thursday’s announcements of additional SAP leadership changes raise more questions than they answer, but a commitment to changing the direction of the company is clear. SAP announced the departures of John Schwarz, head of the SAP Business Objects unit, and Erwin Gunst, Chief Operating Officer. Gerhard Oswald, Executive Board member in charge of global services and support, assumes the role of COO. In addition, Peter Lorenz has been promoted to Corporate Officer, looking after the SAP SME solutions portfolio. These moves follow the resignation CEO Leo Apotheker a few days ago, as well as the appointments of Bill McDermott and Jim Hagemann Snabe as co-CEOs.
Gunst’s departure, due to health reasons, was expected and was mentioned on Monday in a call with analysts and press. More surprising is the departure of Schwarz, formerly CEO of Business Objects, a respected executive who led the integration of Business Objects following SAP’s acquisition 2 years ago. It is appears that Schwarz’s departure had something to do with his not being named CEO or co-CEO, but the real reasons are likely more complex. SAP appears to be in the midst of a transition to younger and more energetic leadership, and Schwarz’s career may have had limited upside given that Executive Board members are encouraged to retire at age 60 (he’s 59).
The changes are consistent with Chairman and co-founder Hasso Plattner’s return to hands-on leadership of the company. The remaining SAP Executive Board members, co-CEOs McDermott and Snabe, CFO Werner Brandt, COO Oswald, and CTO Vishal Sikka, will be expected to carry out Plattner’s directives to restore the company’s momentum.
Visa just announced the expansion of their No Signature program. Citing its "popularity", Visa notes that: "According to a Visa Inc. survey, 69 percent of participants surveyed cited either convenience or speed as the primary reason for using their credit or debit card." Wow.
What this seems to signal is that Visa, and perhaps the other card brands, feel that they will make more money by eliminating barriers to the sale, such as the 2.2 seconds needed to sign your name, than it would lose in fraudulent transactions, considering this program is for transactions of US$25 or less. Also, it appears that people no longer know how to sign their names.
I have often heard (in low, barely audible whispers) that US consumers were too lazy to care about security, which is why the US will probably never have CHIP and PIN transactions for enhanced credit card authentication. We Americans are too darn busy to push 4 numbers on a key pad (4.3 second). This drives folks in the other parts of the world crazy as they are in love with CHIP and PIN and, mistakenly, think that this technology eliminates all transaction risk. CHIP and PIN cards still have a mag stripe that can be scanned, and skimming is still a problem. It's a great authentication method, however, and would really help reduce some of the smaller, card-present CC frauds were we to adopt it.
Americans need more paranoia about credit card theft. We are much more likely to suffer some type of credit card fraud or be affected by a major credit card breach than a terrorist attack, but for some reason we are unwilling to punch in a few numbers to help protect ourselves.
As I live in UK, I tend to record major US sporting events and watch them the next day (the Superbowl doesnt start until nearly midnight). That means I have to avoid the internet, twitter, conversations with US colleagues, etc, for the whole of the following day so I can enjoy the game without knowing the score. One client nearly spoiled it for me by talking about the game in an inquiry, but I managed to shut him up. (I think he understood why).
Wow! What a blast! I just finished hosting Forrester's first "tweet jam" with Connie Moore, Derek Miers, Jim Kobielus, and Alex Peters. To my knowledge this was the first time a virtual jam session has been hosted on Twitter by an analyst firm.
It has been interesting watching the social-media frenzy over the past few days since rumor broke over the weekend that Forrester was changing its policy with regard to analyst blogs. Reactions have gone from one extreme to the other which I suppose is a good thing – people care passionately about being able to keep getting content from Forrester analysts through blogs.
Since I was one of the analysts consulted by Forrester on the new social media policy I've been asked to weigh-in on this topic – although I think my colleagues Augie Ray and Groundswell author Josh Bernoff put it very well in their blogs over the weekend. And Cliff Condon gave the official version of what's happening in his recent post.
Contrary to rumor, Forrester is not asking analysts to stop blogging. Quite the opposite. Forrester is asking more analysts to blog. What Forrester is asking us to do is to not blog under our own brand – if we have a private blog that has content related to our role as an analyst, we are being asked to move that content under the Forrester brand, but still as a personal blog.
My colleague on our Customer Experience team, Vice President Moira Dorsey, has written a major piece of research that I think consumer product strategists should read.
The report, "The Future of Online Customer Experience," has huge ramifications for how not just customer experiences will work, but indeed predicts the future of most consumer computing experiences. I urge clients to read the report itself. Moira has blogged about her report here.
Product strategists should take away (at minimum) the core of her model, called CARS: Online (and computing experiences in general) will be Customized, Aggregated, Relevant, and Social. Let Moira know what you think!