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The world is becoming more and more complex and so are the business challenges and their related IT solutions. Today no single vendor can provide complete end-to-end solutions from physical assets to business process optimization. Some large vendors like IBM, Oracle or HP, have extended their solution footprint to cover more and more of the four IT core markets hardware, middleware software, business applications and services but still require complementary partner solutions to cover end-to-end processes. Two examples of emerging complex IT solutions include:
Smart Computing integrates the physical world with business process optimization via four steps: Awareness (sensors, tags etc.), Analysis (analytic solutions), Alternatives (business applications with decision support) and Action (feedback loop into the physical world). A few specialized vendors such as Savi Technology can cover the whole portfolio from sensors to business applications for selected scenarios. However, in general a complete solution requires many partners working closely together to enable an end-to-end process.
Cloud Computing includes different IT resources (typically infrastructure, middleware and applications) which are offered in pay-by-use, self-service models via the internet. The seamless consumption of these resources for the end user anytime and anywhere however requires multiple technologies, processes and a challenging governance model often with many different stakeholder involved, behind the scene.
Q2: Do you provide all components necessary for an end to end BI environment (data integration, data cleansing, data warehousing, performance management, portals, etc in addition to reports, queries, OLAP and dashboards)?
If a vendor does not you'll have to integrate these components from multiple vendors.
The reports show that Windows 7 penetrated the consciousness of the market by the end of 2009, with a strong majority of US consumers aware of the product. We also found that consumers who adopted Windows 7 in Q4 were generally very satisfied with their Windows 7 PCs.
Perhaps the most interesting finding of the reports involves upgrade behaviors. Historically, most consumers have not upgraded their PCs with new OSes -- though Mac users and some technophile consumers have been an exception on this count. Instead, the majority of consumers have acquired new OSes when they purchase their new PC. These are known as "replacement cycle upgrades."
With Windows 7, however, upgrade behavior was much stronger. Why? In short, Windows 7 is a thinner client program than was Windows Vista, meaning that it works well on older hardware configurations. In the past, OSes were designed with Moore's Law as an underlying assumption -- that is, that newer PC hardware would be significantly faster and more powerful than the previous generation's hardware. Windows 7, however, is a less burdensome OS than Windows Vista. The rise of Netbooks, the physical assets of multi-PC households, and an attachment by many consumers to their Windows XP machines all contributed to the need for a sleeker, thinner Windows OS, which Windows 7 delivered.
Among early adopters of Windows 7, in Q4, for the first time upgrading behavior matched replacement cycle purchasing, as this Figure shows:
I just took a briefing from Jive Software about their new innovation management tool, Jive Ideation. The fact that Jive is now formally dedicated to the innovation space is significant – a move that has ramifications for the broader innovation management market, and for sourcing professionals.
Forrester has been covering the innovation management market for several years, and written about it as a “unique” market. We have always, however, recognized that the distinctions between this market and other markets -- particularly the social collaboration market -- were thin.
The arrival of Jive into the ideation space shows just how thin those boundaries are. Jive has made a name for itself over the past few years as a social collaboration tool. The company differentiates on its ability to connect a wide variety of enterprise users (both internal and external), and integrate easily with a host of technologies – making it appealing to a range of business and IT buyers. Since collaboration is a critical component of innovation, its not a stretch to see how Jive’s collaboration tools can be applied to their client's innovation objectives.
Hello from Dubai! I arrived a few days ago for customer visits across the region including UAE, Qatar and Bahrain. Although I’ve traveled extensively, this is my first trip to the Middle East.
As a frequent flyer (both in terms of travel and airline loyalty), I looked first to my preferred airlines when I booked my flights to the region. Neither of them (yes, I fly two airlines regularly which suggests that I’m not all that loyal) provided service to my destinations. So, I looked for a partner airline – one that is part of my preferred airlines’ networks. I went with Emirates which not only serves the Gulf States I was planning to visit, but enabled me to stay within network and collect my frequent flier miles. Why do I mention this? Well, I have been thinking about that model of a “Star Alliance” or a “Skyteam,” and how it could apply to service providers of other kinds.
We all know our current paper-based health information process wastes hundreds of billions of dollars annually. Transforming this into a streamlined 21st century electronic system will require moving though stages of maturity from paper charts to the cross provider electronic health record (EHR). And yes, Forrester will be publishing it's maturity model soon which hopefully will be more understandable then the health care bill. Our basic conclusion is that a narrow focus on electronic medical records packaged apps. or paper replacement technologies will fall short of stated goals. Meaningful use - as in qualifying for governement bonuses - will require a process –centric view and a portfolio of technologies including enterprise content management (ECM), business process management (BPM), analytics and Forms Automation. Our three phase maturity model will show how these foundation technologies help move through the phases most providers will transit to get to the 21st century health care system we all need. Stay tuned.
This is not really a new blog post. It's a relatively recent post that didn't manage to make it over from my independent blog. I wanted to be sure it made it to my Forrester blog because I will have lots of publications and posts on information architecture coming up and this was a post on my first piece in this series. So here's the original post:
In January, the lead-off piece that introduces my research thread on information architecture hit our web site. It’s called Topic Overview: Information Architecture. Information architecture (IA) is a huge topic and a hugely important one, but IA is really the worst-performing domain of enterprise architecture. Sure, even fewer EA teams have a mature — or even active — business architecture practice, but somehow I’m inclined to give that domain a break. Many, if not most, organizations have just started with business architecture, and I have a feeling business architecture efforts will hit practical paydirt fairly quickly. I’m expecting to soon hear more and more stories of architects relating business strategy, goals, capabilities, and processes to application and technology strategies, tightly focusing their planning and implementation on areas of critical business value, and ultimately finding their EA programs being recognized for having new relevance, all as a result of smart initial forays into business architecture in some form.
I get a lot of input into my research from speaking with software buyers and sellers, which I analyze and process to come up with firm conclusions and recommendations in my published research and forum speeches. I'm going to use this blog to air some work-in-process analysis, to solicit additional thoughts and information from you. Just recently, Ive been considering why people are talking about 'pay-per-use' a.k.a. 'utility pricing' for software, and to me, the disadvantages to buyers and sellers outweigh the benefits.
Software pricing should be simple but fair, value-based, future-proof and published (see The Five Qualities Of Good Software Pricing). Yes, a one-price-fits-all 'per user' fee isn't fair or value-based, but that doesnt justify the potentially horrendous complexity of tracking detailed usage. Role-based user pricing, such as SAP user categories, is a much better way to reflect diverse usage profiles.
Im not arguing against flexible, on-demand services, particularly for temporary needs, such as renting some CPU power for a few hours. I'm concerned about pay-per-use pricing models for regularly used applications. To me they would be:
As I close out my client inquiry records for the quarter, it’s interesting to review some of the common challenges risk management professionals are currently facing. I was impressed to see how closely the issues I deal with were covered in the month’s edition of Risk Management Magazine. In an article entitled, “10 Common ERM Challenges,” KPMG’s Jim Negus called out the following issues:
Assessing ERM’s value
Privilege (of access to risk information)
(Selecting a) risk assessment method
Qualitative versus quantitative (assessment metrics)
Time horizon (for risk assessments)
Multiple possible scenarios
Simulations and stress tests
Negus provides good perspective on these challenges as well as some ideas for solutions. The list is fairly comprehensive, but there are several other challenges that I would have included based on the inquiries I get. First and foremost, the role of technology in risk management – whether for assessments, aggregation, or analytics – comes up very frequently, and vendor selection initiatives have been plentiful since mid-Q4 of last year.
Defining risk management’s role within the business (and vice versa) is also an extremely common topic of conversation. As rules and standards keep changing, this will remain a top challenge. Other frequent issues include event/loss management, building a risk taxonomy, and evaluating vendor/partner risk.
For those of you unable to attend, I will summarize some of the content that I presented on SAP’s overall growth and innovation strategy. SAP has a double-barreled product strategy focused on Growth and Innovation.
The Growth strategy rests heavily on the current Business Suite, which includes the core ERP product that is used by approximately 30,000 companies worldwide. SAP claims that it touches 60 percent of the world’s business transactions, which is hard to validate but not all that hard to believe. The main revenue source today is Support, which comprises 50% of the total revenues of the company at more than 5 billion Euros annually, and it grew by 15% in 2009. Other growth engines include: