I picked up a book at the airport last week because 1) It had a pretty cover, and 2) The title was Juicing The Orange: How To Turn Creativity Into A Powerful Business Advantage. I've been thinking a lot lately about the relationship between the stuff that information and knowledge management (I&KM) pros are doing at work and the business movement toward organizations that are creative and have a heavy emphasis on innovation and design. Juicing The Orange turned out to be about lessons learned specifically in the advertising industry — not exactly my area of expertise. But I couldn't put it down! Many of the points authors Pat Fallon and Fred Senn raise are directly applicable to the efforts I&KM pros are undertaking — especially those who are or who work directly with HR, chief design officers, or other "culture players," as they are described in Juicing The Orange. In particular:
Interwoven has announced its acquisition of Optimost, a company offering Web site testing and optimization through a software-as-a-service model. Optimost enables organizations to use multivariable testing to identify combinations of Web content — such as ads, pricing, and layouts — that get the best response from site visitors (all the better to drive up those conversion rates).
This isn't Interwoven's first effort to appeal to marketers; earlier this year, the company announced a targeting management module that allows non-technical users to manage contextual experiences for Web site visitors. This latest acquisition plays nicely into the story of traditional WCM vendors offering features such as targeting, testing, and analytics that will differentiate them from the platform vendors, which tend to offer more limited functionality in those areas.
My colleague Suresh Vittal commented that this acquisition is just another step in the broader issue of increasing relevance and targeting. The question now is whether Interwoven will continue to add additional components of an online marketing suite, such as enhanced campaign management and Web analytics, in order to further differentiate themselves from their competition.
Irving Wladawsky-Berger, Chairman Emeritus, IBM Academy of Technology, was speaking from experience this morning during his interview by Wall Street Journal Columnist Walt Mossberg at the BIF-3 collaborative innovation summit. By a near-death experience, Wladawsky-Berger was referring to what IBM went through when Bill Gates founded Microsoft and the PC took off. Another example interviewer Mossberg raised during the conversation was Apple, which was in terrible financial straits in the mid 90s and has risen from the ashes to become today’s darling in the consumer electronics and digital music markets. Wladawsky-Berger said that near-death experiences open up the mind to new experiences – they “clean the brain.” These experiences force people to think in new ways and look for new opportunities. For IBM, the Internet became the lifeboat and the company clutched onto it. Later came Linux and other technologies.
As part of the run-up to the Business Innovation Factory summit (BIF-3) currently going on in Providence, Rhode Island, attendees participated in an online social network. On the social networking site, the most common one-word answers to the question “What are 5 keys to innovation?” were rolled up into a tag cloud (see figure). Words that rose to the top of the list included creativity, collaboration, and passion. These are all good.
SAP made a major departure from its "tuck-in" strategy with the October 7 announcement of its agreement to acquire Business Object for 4.8 billion (Euro). On the surface, the deal makes sense from the standpoint of marrying business intelligence (BI) technology with ERP applications. The deal is surprising in the sense that SAP has long insisted that its growth strategy is organic and that it would not make major acquisitions to gain market share. The Business Objects deal is by far the largest SAP acquisition to date, comparable in scope to Oracle’s acquisitions of PeopleSoft, Siebel and Hyperion.
SAP and Business Objects today announced that the companies have reached an agreement for SAP to acquire Business Objects for approximate sum of slightly above 4.8 billion euro. Forrester has been predicting this continued market consolidation for some time — see our Microsoft Buys Proclarity and Oracle Buys Hyperion research documents, as well as a couple of my earlier blogs on the subject. SAP must be feeling a lot of pain and pressure to make such a significant move — SAP executives have been telling the world for years that they prefer small, tuck-in acquisitions. The deal though does make a lot of sense. In one transaction SAP gets the best of breed set of BI tools with full BI stack capabilities, everything from data integration tools like ETL and data quality to reporting, OLAP, dashboards, text analytics and many others. This deal has multiple implications to enterprise software users, especially for those 30-40% from the common SAP/BOBJ customer base:
Business Objects users will gain from SAP’s domain expertise. In the era of increasingly commoditized products and services, domain expertise and industry specific solutions are key differentiating factors for any enterprise software vendor.
I am chomping at the bit about the 3D Internet (of which virtual worlds and massive multi-player online games are early iterations). What I see is its potential to improve my work experience dramatically — and the work experience of information workers world-over. Not that I've got it rough — I am privileged to be able to work from my home office in rural Rhode Island when I'm not on the road. But working remotely has two major downsides:
Backup is a struggle for both enterprises and small and medium businesses. It’s a complex ecosystem of backup software, networks, servers, disk arrays, and tape systems. Most companies report they are having difficulty completing backups in the time available and when backups fail or complete with errors, it’s often very difficult to discover the root cause. Couple those troubles with the fact that the amount of data that you need backed up is growing conservatively at 30% to 50% per year. Aside from these challenges, most companies are also interested in keeping backups longer for version history and companies are interested in the ability to perform much faster restores if they could.
Given the headaches associated with backup, many small and medium business and even some enterprises are choosing to outsource their backups all together to a service provider. There are already numerous players in the marketplace from Evault (which is resold by a number of different service providers) to Iron Mountain, to your telecommunication provider, and to emerging entrants such as Berkeley Data Systems and its Mozy service offering. This opportunity is so huge that even Symantec (which acquired Veritas) launched a beta of its own online backup service called the Symantec Protection Network. EMC’s acquisition of Berkeley Data Systems is just further proof that the online backup market is a huge opportunity.
Last week at Forrester's Technology Leadership Forum conference in Carlsbad, CA, I did 3 presentations and workshops on collaboration — and Information Workplace (IW)-related topics, all of which turned into highly interactive discussions. I'll find out when I see the participants' feedback whether this was good or bad, but in one of these sessions we never got past the agenda slide. During the 2-day event I also had 16 one-on-one meetings with attendees and spoke with many other people informally during meals and breaks. A few things jumped out at me. Today, information and knowledge management professionals: