What is BI? There are two prevailing definitions out there – broad and narrow. The broad definition (using our own) is that BI is a set of methodologies, processes, architectures, and technologies that transform raw data into meaningful and useful information used to enable more effective strategic, tactical, and operational insight and decision-making. But if we stick to this definition then shouldn’t we include data integration, data quality, master data management, data warehousing and portals in BI? I know lots of folks would disagree and fit these into data management or information management segments, but not BI.
Then, the narrow definition is used when referring to just the top layers of the BI architectural stack such as reporting, analytics and dashboards. But even there, as Jim Kobielus and I discovered as we were preparing to launch our BI TechRadar 2010 research, we could count over 20 (!) product categories such as Advanced Analytics, Analytical Performance Management, Scorecards, BI appliances and BI SaaS, BI specific DBMS, BI Workspaces, Dashboards, Geospatial analytics, Low Latency BI, Metadata Generated BI Apps, Non modeled exploration and In-memory analytics, OLAP, Open Source BI and SaaS BI, Packaged BI Apps, Process / Content Analytics, Production reports and ad-hoc query builders, Search UI for BI, Social Network / Media Analytics, Text analytics, Web Analytics.
To make matters worse, some folks out there are now trying to clearly separate BI and analytics, by trying to push a “core, traditional BI is commoditized, analytics is where differentiation is today” message. Hmmm, I thought I was building analytical apps using OLAP starting back in the early 80’s.
TECH DEVELOPMENTS: With SAP's release of its Q1 2010 earnings, it is clear that those who saw an irresistible shift from licensed software to software-as-a-service (SaaS) are a bit premature in their obituaries for the licensed software model. SAP's license revenues increased by 11% in euros, and by 18% when its euro revenues are converted into dollars at the average exchange rates in Q1 2010 and Q1 2009. Oracle's license revenues for its fiscal quarter ending February 2010 rose by 13% in US dollars (and 7% in euros). Among other vendors, Lawson reported a 28% increase in its license revenues (in dollars), and Epicor reported 23%.
These growth rates partly reflect how badly licensed software (which is treated as capital investment) got hit in the general cutbacks in business corporate investment in 2009, as panicked companies scrambled to conserve cash and avoid having to borrow from shut-down financial markets. However, I think there's more to the recovery than rebound from depressed levels a year ago.
Forrester's surveys of companies about why they don't like software-as-a-service consistently turn up five reasons: 1) inability to customize; 2) difficulty in integration to other systems; 3) security of data and information; 4) worries about pricing models that put clients on a constantly rising escalator; and 5) lack of SaaS products. SaaS vendors are addressing all of these, and there is no question that these barriers are eroding. But they still persist, and mean that the license software model has a high degree of persistence in software categories like core ERP systems (integration and security of core data), industry-focused applications (need for customization), eProcurement products (integration to ERP systems), and contract life cycle management products (security of contract data).
HP's acquisition of Palm is all over the twitterverse at the moment. And everyone has an opinion on it, and what it means (which brings to mind one of my favorite movie quotes). There are precious few facts around at present - and only time will tell exactly how the acquisition will pan out. Either way, CIOs should know the following facts about HP and the acquisition of Palm:
I stopped down to RIM's WES (5,000 enterprise mobile pros, ISVs, and carriers) conference in Orlando yesterday. The company's been taking heat lately from Wall Street analysts who seem more interested in watching iPhones rise than tracking BlackBerry units shipped. What you as an information & knowledge management professional should care about is if RIM will be a strong partner in the future. At the conference, I saw six things that give me great confidence that RIM is future-proofing companies' investments in the BlackBerry platform:
BES Express is basic BES for $0. And it's good enough for most employees in most industries. RIM says it's taking off, with 55,000 downloads of the server software since March. And according to RIM, it's designed to scale out to enterprise levels.
BlackBerry 6 is the OS that you've been waiting for. While the mobile world was going WebKit browser, RIM was still Java-only. They've fixed that in the next version of the operating system, due out in Q3 2010. See the video clip for a sneak peak: http://www.youtube.com/watch?v=DlO8KMv7Bx4. It has a much better browser, better touchscreen features, and a cleaner interface. And with RIM's participation in Adobe's open screens initiative, I expect to see Flash support as well, something iPhone doesn't have.
The Pearl 3G and a new Bold prove that RIM understands fashion and usability. Frankly, these devices are gorgeous. I've always loved the Pearl, but I got tired of the Edge network. With the Pearl 3G, and its optical track pad, 3G, Wi-Fi, better screen, it's a beauty with brains. And it fits into my pocket in a way that the iPhone just doesn't.
RIM's carrier-focus means it will get the attention that you need in every market. 175 carriers. Enough said.
In a recent blog post called "Drop The Pilot," Andrew McAfee argues that most "Enterprise 2.0" pilots are unintentionally set up to fail. This is in part because such enterprise communities depend upon broad employee acceptance in order to be effective. This doesn't mean that collaboration platforms are only effective in organizations with tens of thousands of employees, but it certainly helps. And the challenge with pilots is that they are frequently focused on a subset of the organization -- these pilots never really have the chance to fully realize their potential. Perhaps the best pilots are those that are not limited in scale but limited in time -- they determine adoption rates over time and use the pilot to figure out how to make the final rollout more successful.
In his blog post McAfee goes on to suggest six steps toward effective deployment which gel nicely with the key lessons learned from the United Business Media (UBM) case study published recently. McAfee suggests you should:
So you need to formulate an application modernization decision -- what to do with a given application -- how do you begin that decision making process? In the past, modernization decisions were often simply declared -- "We are moving to this technology" -- for a number of reasons, such as, it:
Keeps us current on technology.
Provides a more acceptable user-interface or integration capability.
Increases our exposure to access by external customers.
Increases the volume of business transaction we can process.
Trades custom/bespoke applications for standardized application packages such as ERP, payroll, human resources, etc.
Fast-forward to today -- you could simply go with your gut -- declare a solution based on what you currently know (or think you know) about the application in question. But it's a new day baby -- a proposal like that, without proper justification, is likely to be met with one of two responses from management:
The green IT track at Interop Las Vegas kicked off with a session from yours truly on “The Evolution Of Green IT: Projects That Cut Cost, Avoid Risk, And Grow Revenues” to help IT professionals plan for green IT’s current and future state, backed up with a number of real-life examples. Here are the key takeaways that I&O professionals should pay attention to:
Business-IT alignment is one of those persistent "Top 3" CIO issues. It has been this way just about as long as I’ve been in IT. You would think this would have been solved by now. After all, you put in business-driven IT governance, relationship managers, and some really nice dashboard, and you’ve covered about 90% of the advice out there. I’m going to suggest that business-IT alignment is being held hostage by complexity. Not technology complexity, since business leaders seem to be coming to terms with that. And not the mind-numbing spaghetti charts that show how complex our application and infrastructure landscapes are. They don’t understand these charts, but since we don’t understand them either, we can hardly expect business execs to. The complexity I’m referring to lies between their goals and the "stuff" IT delivers. They don’t see the connection. And since we see business execs having lots of goals, which shift over time, and strategies that also shift, we can’t show the connection. Instead, we say, "This is what you asked for, and this is what we delivered."
This week is Interop Las Vegas 2010, arguably the largest industry conference in North America targeting IT professionals. While the event has its roots in networking, today’s Interop has 13 tracks ranging from cloud computing and virtualization, to mobility and video conferencing, to governance, risk, and compliance. I’ve had the pleasure of chairing the data center and green IT tracks at the last three Interop Las Vegas and New York events.
Don’t have the opportunity to be at Interop in person? Forrester has you covered…
Fellow Forrester analyst, Rachel Dines, and I are onsite at Interop and we will be posting the key takeaways for IT Infrastructure & Operations (I&O) professionals here on Forrester’s I&O blog. We encourage you to check the blog over the next few days for Forrester’s insights on the following data center and green IT sessions:
I'll admit to spending only 3 hours on the show floor. Most was spent in the cavernous and gloomy AIIM sessions area where I gave an "Analyst Take" session on SharePoint 2010, a talk on Dynamic Case Management, and reviewed suppliers for Document output for Customer Communications. My impression of the floor activity was an improvement over the last two years. Perhaps contraction of sponsorships had hit the right balance with demand, or perhaps the great spring weather and improving economy were at work, but the mood was upbeat and the crowds were steady. Vendors were grumbling less. Cloud talk and SaaS were under-represented. E-discovery and records management were in line. And the usual interesting collection of arcane conversion, migration, capture, and other providers - usually in the lower rent districts - continued the tradition. SharePoint was again pervasive. Those that say "that ship has come in" may not be aware of other ports and forms of transportation. One wonders what the future of the show is if the SharePoint sessions are the biggest draw and Microsoft and key partners have the biggest booths. Philly is a city that has lost its major corporate headquarters and no longer has growth industries - but it does not deserve its reputation. The AIIM show - with roots in microfilm and paper - is similar - and likewise - is still pretty good.