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Executive Profiles: Disruptive Tech Leaders In Social Business – Ram Menon, Tibco

Published on June 28, 2011 by R "Ray" Wang

Welcome to an on-going series of interviews with the people behind the technologies in Social Business.  The interviews  provide insightful points of view from a customer, industry, and vendor perspective.  A full list of interviewees can be found here.

Ram Menon – Executive Vice President, Tibco


Biography

Ram Menon is Executive Vice President at TIBCO. In this role he is responsible for all global marketing activities including product marketing and strategy, corporate communications, field marketing, customer programs, partner enablement, and branding worldwide.

With Ram at the helm, TIBCO has won numerous marketing awards for its creative yet cost effective campaigns while generating one of the highest marketing ROIs according to leading analyst benchmarks. Moreover, analyst, business and marketing audiences have sought his insights on innovation and technology.

In addition to this role he leads the strategy, product development and sales of two product groups, TIBCO’s Enterprise Social computing platform – tibbr and TIBCO’s Real time Loyalty business.- Loyalty Lab. In the early years of TIBCO’s growth, Ram served as TIBCO’s Chief Strategist, defining and executing new product strategy and M&A direction. He has been with TIBCO since 1998.

The Interview

1. Tell me in 2 minutes or less why Social Computing is changing the world for your customers.

Ram Menon (RM): Social computing is allowing our customers to improve the speed of information sharing in the flow of work.

For example: An energy company, a customer of ours explains this well: For those who are focused on drilling on the high seas or in remote regions, sharing information is an acquired taste. While drilling in the North Sea a drill bit can take on a strange shape. By posting a quick picture of the drill bit on their social tool, a drilling engineer can elicit an opinion from another colleague who may have seen the same wear in an operation in Australia and instantly explain the “why”. That’s powerful….really powerful. Social computing is therefore creating value in new and exciting ways.

2. What makes social computing disruptive?

RM: Think about this – the average employee in a global 1000 company makes 19 phone calls, logs into six enterprise systems, and still has to deal with physical files and innumerable meetings all in a days work. Despite the billions of dollars spent on IT systems, the average employee’s work routine consists of a variety of log on and log off tasks- all in a quest to seek information to make better, faster decisions That exquisitely designed status report designed by existing IT systems is usually 30 pages long and out of date the minute its spits out of your printer. Social computing now allows the information you seek to find you- all on your wall.

What if you had these systems post to your wall that the invoice you were waiting for has been processed? It saves you 2 calls to Bob in accounting several reminder emails. What if you knew your customer just had a Stage -1 emergency when the system posted the request on your wall in real-time and you were able to post back in real-time on how to solve it, as opposed to the daily log-in to see problems and then arranging a conference call.

Now that’s disruptive…

3. What is the next big thing in Social Business software?

RM: I think the word you will hear more and more is Context. Some companies have more data stored than the US Library of Congress. We have data, we have people, we have scads of information and delivery to devices is a cinch with 5 billion mobile phones in use in 2010.

If not handled right- the metaphor of the Social Business wall could become a dumping ground for a massive flow of information- events, activity streams, notifications. The trick is the ability to deliver fine grain information streams to your wall that is relevant to you- at a particular point in time. This requires different ways to segment information streams like the subject-based approach TIBCO advocates, designing systems to take into account profile /location/propensity to consume and drive context. Because without context -information is not actionable.

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Executive Profiles: Disruptive Tech Leaders In Social Business – Tony Zingale, Jive Software

Published on by R "Ray" Wang

Welcome to an on-going series of interviews with the people behind the technologies in Social Business.  The interviews  provide insightful points of view from a customer, industry, and vendor perspective.  A full list of interviewees can be found here.

Tony Zingale - CEO, Jive Software

Biography

As CEO of Jive Software, Tony’s responsible for overseeing the company’s overall strategic direction, planning and execution. He currently sits on the boards of Jive Software, McAfee Software, Coverity and Service Source.

Tony brings nearly 30 years of experience building profitable, high growth information technology companies. He most recently served as President and Chief Executive Officer of Mercury Interactive, the worldwide leader of Business Technology Optimization (BTO) solutions. Tony successfully grew Mercury to over $1B in annual sales and then engineered the $5B merger with Hewlett Packard which was completed at the end of 2006.

Tony holds a Bachelor of Science degree in electrical and computer engineering and a Bachelor of Arts degree in business administration from the University of Cincinnati. He is a member of the University of Cincinnati Foundation’s Board of Trustees.

The Interview

1. Tell me in 2 minutes or less why Social Computing is changing the world for your customers

Tony Zingale (TZ): We’re entering a new way to work and do business. We’re applying the right parts of the social consumer technology innovations over the last few years to the enterprise. Social Business is not about having fun, connecting with friends, or looking at photos. It’s about getting work done more effectively and making it more collaborative, engaging and rewarding. We have seen wide adoption across all industries, and not just with the tech workers. Industries such as consumer retail, health care, and financial services are all looking to change the way they work with Social Business. This change is disruptive and widely adopted.

Our customers see a strong business value statement behind this adoption. Some benefits of internal communities include a 40% increase in employee connectedness, 30% more ideas being generated, 30% less email and 30% increase in employee satisfaction as they get connected — and being connected means more retention.

On the external side, customers are reporting 30% higher brand awareness, as well as big cost savings from the decrease in support call volumes — first call deflection because a customer resolves one anothers problems. We see better sales across sales teams, sharing of sales materials (normally) stuck in portals and content management systems. Customers just seem to buy more products and services whether at Nike, VMware, Charles Schwab, and others. Social is delivering real business value.

2. What makes social computing disruptive?

(TZ): Enterprise productivity or the work environment that the enterprise utilizes to be productive is broken. We’ve had no innovations in the enterprise in last 15 years! The last breakthrough was CRM. Cloud in general is also great but it’s a delivery vehicle.  The enterprise has been broken and is idea bankrupt.

Why? First and foremost reason is this incapability to be disruptive because there is a void of something new in the enterprise.  What we see in our personal lives is much more powerful.  For example, you tweeted before our meeting.  Facebook, Open Table, and Yelp! are all on smart phones.  We go to work and it is anything but productive and ubiquitous. This is why Social is so disruptive. It changes how we work to be more collaborative and  puts us in touch with our community base.  People want to get to the expertise to get their job done. They don’t care who’s on the org chart.  If they have meaningful information that’s what we care about.

For me personally, I’ve been a CEO, retired, and on boards. It took something this dramatic to get me back into the game. I’m excited about this disruption. The change we’re seeing is not just with innovative brands but with large traditional brands, who are embracing it because of a dirth in productivity in the enterprise apps market.  This is what’s disruptive. We thirst for the productivity of what we have experienced in the last 5 years in our personal lives.

3. What is the next big thing in Social Business software?

(TZ): We are still early on. Having met with Geoffrey Moore, he would say and I would confirm that we are still in the chasm.  Although we have 3000 customers across all the industries and 15 million users and internal employees in social or external communities, we have embraced the early adopters and the innovators. The tornado hasn’t happened yet but the clouds have moved in.

Social can be very noisy if it’s not filtered.  We need to get the right info from the right people or community at the right time.  It would be nice if important or relevant information was recommended to me because I missed something.  We will see a lot of focus on big data and enterprise social graphs that deliver content proactively and intelligently to improve communications. To the tune of the business metrics described earlier, this is why we bought Proximal Labs — we believe that the future of work is personalized by delivering the right information to the right person at the right time.

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News Analysis: Microsoft Licensing Update – May/June 2011

Published on June 27, 2011 by R "Ray" Wang

Keeping Up With The Latest In Microsoft Licensing

Given the vast array of Microsoft products and licensing categories, an organization may often feel overwhelmed by Microsoft’s policies.  While there may be some complexity, these series of posts are designed to provide up to date commentary and analysis on new programs as they become available.  Feel free to reach out in the comments section with any questions, comments, and clarifications on the analysis.

Product And Program News

Below are the latest product and program news for the May/June 2011 time period:

  • Partner Addendum Available for License Mobility through Software Assurance. What is it?: Microsoft recently announced a new Software Assurance benefit, license mobility through Software Assurance. SPLA partners are invited to become authorized to offer License Mobility through Software Assurance and take advantage of the opportunities that license mobility can provide to their business. In addition to providing customers more flexibility on how they migrate to and utilize the cloud, the addendum enables customers with Software Assurance on many types of server-side licenses to reassign these licenses to multi-tenant servers at a hoster.  Who’s eligible?: All customers on Software Assurance. When’s it effective?: July 1st, 2011.

    Point of View (POV):     License mobility allows customers and partners to move licenses to the lowest cost computing platform while preserving choice to the consumer.  It also frees the Microsoft partner providing the shared environment from paying Microsoft SPLA licensing fees for those licenses.  Keep in mind products eligible for License Mobility within Server Farms in the Microsoft Product User Rights (PUR) guidelines include products such as Microsoft Exchange and Microsoft SharePoint. However, infrastructure products such as Windows Server would not be part of License Mobility.

Microsoft Promotions Update

Here are the following known promotions:

  • Changes to SPLA Subscriber Access Licenses for Software Assurance. What is it?: Microsoft will be offering new software access licenses (SALs) for Software Assurance (SA) offerings within the Services Provider License Agreement (SPLA) program. In addition some SAL for SA prices are decreasing.  SALs for SA are available to be assigned to customers who have previously purchased these on-premises CALs and who continue to maintain Software Assurance on those CALs. With SALs for SA, these customers can migrate to the equivalent SPLA service at a discounted rate.  Who’s eligible?: Customers on CALs with Software Assurance (perpetual software licenses) for on-premises use.   When’s it effective?: Effective July 1, 2011.

    (POV):     The move to SALs provides customers with a transition from on-premises to partner led hosting.  Microsoft sees this as a potential opportunity to help customers move to lower cost of computing over time.  Customers who strongly believe in the perpetual license on-premises model will most likely not take up this offer.  However, most newer customers will see this as an opportunity to shift from capex to opex.

The Bottom Line For The Customer – New Promotions Show Shift To Cloud

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Executive Profiles: Disruptive Tech Leaders In Social Business – Alistair Rennie, IBM

Published on June 20, 2011 by R "Ray" Wang

Welcome to an on-going series of interviews with the people behind the technologies in Social Business.  The interviews  provide insightful points of view from a customer, industry, and vendor perspective.  A full list of interviewees can be found here.

Alistair Rennie - General Manager IBM Collaboration Solutions, IBM Software Group

Biography

Alistair Rennie is General Manager, IBM Collaboration Solutions, IBM Software Group.  Alistair was appointed to this position in January, 2010.  As general manager, he has oversight for an extensive portfolio of social, collaboration, and Web experience solutions designed to empower people to be more effective, responsive and innovative within the context of the work they do.  This portfolio includes IBM branded, Lotus Software branded, and Websphere branded software that enables businesses to communicate, collaborate, increase productivity, and enable organizations to design their Web experience with personalized applications.  Rennie is also a member of the IBM Integration and Values team, a select group of executives who provide leadership across IBM on various business and strategic issues.  On the public service side, Alistair is also IBM Senior State Executive for Massachusetts, providing leadership for IBM in the community statewide.

The Interview

1. Tell me in two minutes or less why social computing is changing the world for your customers

Alistair Rennie (AR): For our customers, their fundamental expectation is (improving) business outcome.  They have watched social computing evolve in a consumer context.  In the back of their minds, they wonder if the ideas and the concepts of social computing have all the potential in the world to evolve into a viable business platform.

A typical IBM or enterprise customer cares about applying these advancements to speed, innovation, and differentiation.  When they look at where this comes from, there’s only so much progress in terms of how organizations can compete and automate backroom processes and systems that deal with finite decision making processes. Where they see a chance to connect with their customers and drive innovation, they realize all of those things are dependent on people.  Organizations are highly dependent on how people become visible, how they connect, make decisions, and connect those decisions to the actual processes that run the business.  They see this as a platform to fundamentally unlock the potential of the people in their organizations for competitive advantage.

2. What makes social computing disruptive?

(AR): Once you take into account how people work with each other in the organization, a lot of things come into the picture.  If you think about the type of work people do in the enterprise, this work increases in visibility with social computing.  With better visibility, we have the ability to understand measurement and interaction.  Now, we can optimize these decisions.

For example in retail banking,  many of the loan origination decisions are accomplished by groups.  In general, that’s not repeatable, so how do you apply a social lens to a more defined lending process?  More importantly, how do you expose outcomes to be more visible?  If you are in retail banking, how would you leverage the banking relationship for the branch manager speaking to you as a client?   How do you recreate the people process as a foundation of the business.  The disruptive part is taking systems that have been transactional in nature and wiring them for person to person (P2P) interactions.  At the end of the day, these will be visible and measurable.

3. What is the next big thing in Social Business software?

(AR): Beyond Social – if you follow this thread of how do you become more viscerally connected on a people dimension, the next question is how do I tie this into process?  We are starting to see the beginning of deep conversations with clients about enterprise app development.  How do you build social out as a platform and enable lots and lots of quick focused applications?  How do we build to a model of connecting social into the systems of record that run a business?  How do you tie to work flow without making it (too) cumbersome?  What does the infrastructure stack look like for social? How do you rethink enterprise apps development to include social elements in processes?

The second thought is better instrumentation.  We have a real time sense of what’s happening in a community.  Now add a big push around analytics into the platform and getting to real time response around people centric processes.

The third big thing will allow people to rethink the process itself and the design of the firm and enterprise itself over time.  For example, what does an extended supply chain look like over time when people are tied together in a social platform?  What does employment mean when you have experts connected through social networks with well regarded reputation and a talent exchange?  What does it mean to how you put an organization together, small or large. What does it mean in terms of new product cycles and innovation cycles.

Mid term what is the structure of an organization look like over time. Social will be a fundamental influence of new org design.

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Executive Profiles: Disruptive Tech Leaders In Social Business – Eugene Lee, Social Text

Published on by R "Ray" Wang

Welcome to an on-going series of interviews with the people behind the technologies in Social Business.  The interviews  provide insightful points of view from a customer, industry, and vendor perspective.  A full list of interviewees can be found here.

Eugene Lee – CEO, SocialText

Biography

Eugene Lee is the Chief Executive Officer and member of the Board of Directors at Socialtext. Lee oversees day-to-day management and operational control over all aspects of Socialtext’s business, including driving product direction and development, strategic alliances, and scaling the sales, marketing and support organizations globally.

Lee comes to Socialtext from Adobe Systems, where he led Adobe’s enterprise marketing and vertical market segments. Previously, he held several executive leadership roles at Cisco Systems, ranging from Vice President (VP) Worldwide Small/Medium Business Marketing to VP Worldwide Enterprise Marketing. Lee also held key management positions at Banyan Systems, including General Manager for the messaging business unit. He was co-founder of Beyond Inc., developers of the award-winning BeyondMail product, and holds four patents in messaging, workflow and privacy technologies. Lee has a B.A. in Physics and B.S. in Engineering and Computer Science from Harvard College and an MBA from M.I.T. Sloan School of Management.

The Interview

1. Tell me in two minutes or less why social computing is changing the world for your customers.

Eugene Lee (EL): As consumers, we take it for granted that technologies like Facebook and Twitter make it easy to connect with an old friend we haven’t seen in 20 years or share a blog post with thousands of people from our hotel room half way around the world.

But despite this amazing evolution in the way we share and communicate information, many companies – with billions of dollars in resources – haven’t delivered these same benefits to their employees. And this is why Socialtext has a business: We provide companies with technologies that mirror the look and feel of what their employees enjoy in their consumer lives, and it’s changing the world for our customers in terms of how work gets done inside their organizations.

Knowing that this would be a question, I actually shared it inside Socialtext with our private customer community. John Atherton, the chief knowledge officer at GT Nexus (a supply chain logistics firm) came back with this answer, and I think it speaks for itself:

Real-time collaborative information sharing platforms, that are enabled by systems like Socialtext, are speeding knowledge creation and dissemination. By making information available immediately, corporate employees across the globe can now – like never before – search, access, review and consume relevant data to help make them more efficient.

Gone are the days of tacit knowledge trapped in people’s heads, locked up in local PCs and hidden in point-to-point emails. Instead, information moves to an explicit form at the very instant it’s created – it becomes immediately consumable. Imagine a place where every employee is a contributing knowledge citizen; they all donate to the pool of ideas. It can be accomplished by easy-to-use content creation tools. All employees, from St Louis to Shanghai to Stuttgart, instantly become participants in corporate evolution.

This is how enterprises improve turn-times on customer service issues. It’s how they empower sales personnel with up-to-date field information. It’s how the challenges of expansive geographies and revolving time zones get flattened, get obliterated. Corporate leaders must ask themselves: is it true that they are competing not only on the products and services they sell, but also on their organization’s ability to learn, evolve and compete at a rapid pace?

I don’t think I can say it better. So I won’t try.

2. What Makes Social Computing Disruptive?

(EL): Social computing is disruptive because it encourages transparency and sharing as a means to transform a business. It taps the collective wisdom of an entire business; not just those in the boardroom.

Now, this isn’t to say enterprise social networking is making the corporate org chart going away – and people who tell you that are too caught up in the hype. What enterprise social networking does do is empower people to enhance and extend business processes on the fly – and that is very disruptive for companies any way you slice it. Companies – and their technology – were designed to execute and uphold a certain set of business processes. Unfortunately, business conditions change so quickly — overnight in many cases — that these processes won’t work the next day. By letting people either change these processes themselves, or easily suggest modifications to people who have the power to change them, a company can respond faster to change and serve customers more efficiently. The ability to consume, modify and share information on enterprise social networking platforms facilitates this in a way that was never possible before in the past.

One other macro way that Social Computing is disruptive is that for the first time we are putting PEOPLE at the center of the experience, and not the technology. Traditional enterprise applications have been built around an object – be it a customer (CRM), a SKU (ERP) or an employee (HRM) – and the data structures, processes/workflows, and transactions (form-centric screens) surrounding it. These multi-billion dollar industries have enabled companies to remove huge costs by standardizing processes, and essentially taking people OUT of the equation. I’ve had a rant running for years about how I believe business is conducted by people, not by users – and now we finally have a software category that is organized around that principle.

3. What is the next big thing in social business software?

(EL): I think a big focus will be around task management within the context of collaborative environments. To be candid, one drawback to highly collaborative workplaces is that some people can get involved in too many projects. This is especially true for those high value employees who just have so much expertise and intellect – For these folks, a different co-worker or department is always asking for a piece of their time.

This challenge is exacerbated by the information overload we all experience both in our consumer lives and inside businesses. At Socialtext, we’ve worked hard to make sure you can share and view information with as wide – or narrow – a group as you like to help mitigate this problem.

But what we’ve been working on a lot is helping the individual understand where he or she stands on a bunch of different projects and work tasks within the context of a collaborative environment. Now, this can be tricky because we know from the way we disrupted the software market that imposing too much structure (like icky project management software) won’t work. So we’re exploring ways to follow task completion in the lightweight, unstructured world of enterprise social networking.

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Monday’s Musings: Real Time Versus Right Time And The Dawn Of Engagement Apps

Published on by R "Ray" Wang

Different Flavors Of Real-Time Result In Significant Implications.

Many pundits, research insight folks, bloggers, and hand wavers keep talking about the need for real time in social business, analytics, mobile, and other disruptive technologies.  Given the volume of data, bandwidth constraints, and magnitude of business processes to be supported, is the notion of real time even possible?  It’s been the holy grail of many technology suppliers to state they are delivering information or reacting in “real-time”.

While researching the issue, I rediscovered a classic post from event processing researcher Dr. Opher Etzion, from IBM Labs Haifa.  The central thesis from this 2007 classic post is that real-time is quite valuable in the context of “the damage caused when missing a deadline”.  When you look at that from a business value perspective, his approach leads to four types of real-time (see Figure 1):

  1. Soft real-time: there is a sense to react after the deadline, but the utility decreases (maybe fast) and at some point gets to zero – no use to do it at that point, but no damage.
  2. Firm real-time: The utility go immediately to zero when the deadline is missed – no use to do it after the deadline, but no damage.
  3. Hard essential: Missing the deadline – the utility function goes to a constant negative value; there is a constant penalty.
  4. Hard critical: Missing the deadline – the utility function goes immediately to “minus infinity”, means: a catastrophe will happen.

Figure 1. Four Types Of Real-Time And their Implications Of Missing A Deadline

Source: Dr. Opher Etzion

 

The Shift From Real-Time To Right-Time Prioritizes Events By Business Value

A deeper examination of the four types shows that business value can easily be quantified in the hard essential and hard critical types as these result in penalties and disasters when real-time is not achieved.  In the case of firm real-time, the lack of timely response results in a wasted and non-valiant effort.

Consequently, organizations must prioritize business processes for real-time by business value achieved and potentially lost.  Essentially, this prioritization results in the notion of right time delivery of information. Moreover, right time increases in value as a concept when gauged against reactiveness versus proaactiveness.

As we break down business processes by interactions, an emerging class of applications move beyond transactions.  In fact, these applications must quickly determine right time actions at the point of engagement that follow 4 distinct types (see Figure 2):

  1. Proactive value added anticipation: the heart of engagement applications, anticipation allows for proactive response.  Examples include offers, suggestions, actions based on context drivers.  Context drivers could include location, presence, time, proximity, relationships, previous purchase behaviour, etc..
  2. Mission critical reactions: where most “real-time” use cases tend to fit, this type addresses deadlines, commitments, and regulations.  Examples include response times, regulatory requirements, alerts, threshold triggers, and service level agreements.
  3. Nice things to do: reminders with minimal impact but provide proactive engagement.   Examples include status updates, background information suggestions, and non-critical notifications.
  4. Timeless responses: where useless information resides in an abyss.  Examples include log reports, short action items, nice to know information from activity streams.

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Product Review: Informatica Addresses The Impending Big Data Challenge With Release 9.1

Published on June 13, 2011 by R "Ray" Wang

Big Data Emerges As A Challenge In A World Of Unstructured Data Proliferation

Data volumes continue to explode with a proliferation of devices, social media tools, video usage, and emerging forms of both structured and unstructured data.  The rate of data explosion may be occurring faster than Moore’s Law.  Organizations now face a significant challenge in dealing with this data deluge.  Across the 5 pillars of consumer tech effecting enterprise software, organizations must deal with:

  • Managing unstructured user generated social interaction data. Massive smartphone adoption and social network usage will converge to create massive data volumes.  Twitter now has 106 million users generating over 3 billion requests per day.   Most analysts firms forecast at least 300 million smart phones in use among the 1.6 billion mobile devices sold in 2010.  Sensing data, call detail records, location based information, digital media, and other sources will lead the individual data explosion.
  • Coping with explosion in transactional data volumes. A collusion of compliance, regulatory, and digitalization leads to exponential increase in transactional data.  Audit and compliance requirements lead to increase in security log files, network and system event logs, emails, and searchable messaging communciations.  Add significant automation of business processes and  Constellation Research estimates that annual growth in online transactional data and repositories will grow 66%.  Most data centers now commit 25% of their infrastructure spend to support storage for data growth.

Informatica 9.1 Focuses On Big Data


Announced June 6th, 2011, Informatica 9.1 is generally available.  The new release focuses on four key themes that address the Big Data issue:

  • Delivering a near open data integration platform. The new release supports Hadoop, big transactional data, and big interaction data.  Hadoop support includes connectivity to the file system, HDFS and MapReduce for big data processing.  Big transactional data features support EMC Greenplum and other DW appliance vendors soon, in addition to existing Oracle, IBM DB2, IBM Netezza and Teradata connectivity.  Big interaction data connectivity support for the Big 3: Facebook, Twitter and LinkedIn.

    Point of View (POV):     Hadoop provides low cost processing and storage platforms required to address the big data issue.  While Informatica 9.1 is designed for a mind boggling petabyte connectivity to OLAP and OLTP data stores today, power users will push for exabyte scale in 12 to 18 months.  The new release also delivers a complementary relational/data warehouse appliance package.  For social data, organizations will improve their ability to correlate social media signals with transactional data to deliver new insights across the organization.  Expect Hadoop and social media connectors to be delivered later in June 2011.

  • Incorporating master data management technologies with Big Data. The new release incorporates key assets from the Siperian Master Data Management (MDM) acquisition. Users gain new multi-style and multi-domain MDM approaches. Data governance is addressed via resusable data quality policies while proactive data quality builds on Informatica’s complex event processing technology to identify and alert users on data quality exceptions.

    POV:     Informatica’s MDM offering remains among the top in shortlists at Constellation Research. The solution delivers true multi-style, multi-domain, multi-deployment, and multi-use capabilities on one technology platform.  Users gain the ability to manage data quality rules in source applications that not only propagate downstream, but also take advantage of complex event processing (CEP) to provide proactive alerting (see Figure 1).  Informatica’s Rule Point CEP engine also provides key geo-aware processing capabilities for advanced scenarios.

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