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Buy Cytoxan

Published on March 2, 2010 by R "Ray" Wang


Single Instance ERP Harder And Harder To Justify Buy cytoxan, The holy grail of an ERP implementation used to be the single instance deployment.  However, market forces, a move to adopt new disruptive technologies, slow pace of innovation from incumbent vendors, and high maintenance fees have changed many organization's perspectives.  Add a slew of rapidly changing business requirements battling rigid legacy infrastructures and next gen CIO's have been forced to depart from the standard apps strategies.  In fact, improved integration, web services, and SaaS deployments have now improved the success rates and ROI for Two-Tier ERP apps strategies.

Purpose Built Capabilities And Cost Savings Drive Push For Two-Tier Apps Strategies


Recent Software Insider data surveys of next gen IT leaders in Q3 2009 and Q1 2010 show a 10% increase among organizations considering a Two-Tier ERP apps strategy (see Figure 1).  Key drivers behind moving to a Two-Tier ERP approach stem from:

  • Purpose built or industry requirements (89.61%), evista online. Epogen, Next gen IT leaders remain frustrated by the lack of innovation and progress in completing out promised functional footprints.  As market competition intensifies, industry specific, φτηνές φαρμακείο cytoxan, Cytoxan en ligne afin, purpose built solutions provide the competitive advantage needed for survival and success.

  • Existing systems too expensive (70.13%). ROI calculations on existing ERP systems often show high cost factors.  The culprits - overruns in implementation, customization of reports, Koop korting iressa, Køb discount iressa, maintenance payments on shelfware, increasing costs to staff, kopen goedkope zometa, Cheap casodex, and rigidity of system.

  • Upgrade too expensive (45.45%). Many customers face upgrade costs equivalent to reimplementation.  Cost factors could equal up to 85% of the original implementation cost.

  • Need to innovate (35.06%). Some organizations find that their vendors have not innovated fast enough, South Carolina SC S.C.. Cheapest gleevec online, Social channels have not been accounted for.  User experiences seem dated.  Reporting and analytics require experts to deliver.  Paucity in mobile solutions hinder productivity.

  • Regulatory compliance (24.68%). The need to meet industry specific regulatory compliance drive organizations to choose purpose built solutions.  Many choose SaaS to mitigate the costs of legislative and regulatory updates.

  • Geographic requirements (19.48%), buy cytoxan. Country or region specific requirements may require two-tier strategies based on geography.  Some ERP systems lack the language or tax requirements and a separate instance will prove cheaper to run than customizing a monolithic large ERP solution.

  • Existing systems too rigid (15.58%), Osta gleevec online. Acheter capecitabine discount, Rigidity may lead to the inability to integrate and work with other systems, new channels, kopen goedkope gleevec, Halvalla evista apteekki, and emerging stakeholders.  Integration solutions can assist, but long term, billige gleevec Apotheke, Nevada NV Nev., next gen IT leaders will begin to surround legacy solutions with newer technologies.


Figure 1. Two Tier ERP Strategies Gain Favor In Next Gen IT Leader Apps Strategies

screen-shot-2010-03-02-at-53732-pm


Figure 2.  Industry Requirements And Cost Drive Push To Two-Tier Apps Strategies

screen-shot-2010-03-02-at-53724-pm


The Bottom Line - Users Should Consider Scenarios Based On Business Models And Geographic Needs

Detailed apps strategy conversations highlight 3 scenarios where Two-Tier ERP strategies make sense.  A number of vendors have proven to be strong partners in enabling Two-Tier ERP (see Figure 3), iressa online store. Gleevec farmacia a buon mercato,


  1. Different business models. Organizations with very different lines of businesses often consider hub and spoke implementations.  The drive to standardize on a single ERP system makes little sense when one subsidiary delivers services and the other manufactures goods.  Several large multi-national conglomerates leverage more than two-tiers of ERP to handle a warranty business, financial services, North Carolina NC N.C., Evista no prescription, and power generation manufacturing.

  2. Country specific deployments. Deploying a full scale ERP solution makes little sense for new subsidiaries when options exist at lower operating costs and higher ROI.  One large Japanese manufacturer found cost savings with local based systems in North America and EMEA.

  3. Phased modernization efforts. Organizations looking to upgrade and modernize their systems may keep some legacy systems in place as they upgrade to more modern systems.  One large entertainment concern has kept their financials systems and updated their retail systems with a more modern, web services based, generic epogen, District of Columbia DC D.C., SOA architected product.


Figure 3. Vendors To Watch In Two-Tier ERP Apps Strategies

screen-shot-2010-03-02-at-71143-pm


Your POV. Buy cytoxan, Have you deployed a Two-Tier ERP strategy. How has it gone?  What's worked, comprar en línea cytoxan. Order cytoxan without prescription, What's not?  You can post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity.

Please let us know if you need help with your enterprise apps strategy by:


  • Developing your enterprise apps strategy?

  • Addressing disruptive technologies like Social CRM, order arimidex online legally, Cloud Computing, SaaS deployment, and Two-Tier ERP?

  • Assessing the ROI of a Two-Tier ERP strategy?


* Not responsible for any factual errors or omissions.  However, happy to correct any errors upon email receipt.

Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.


Related Resources

20091203  Strategy: 5 Lessons Learned From A Decade Of Naught

20091222 Tuesday's Tip: 10 Cloud And SaaS Apps Strategies For 2010

20091208 Tuesday's Tip: 2010 Apps Strategies Should Start With Business Value

20091102 Best Practices: Lessons Learned In What SMB's Want From Their ERP Provider

20091006 Tuesday's Tip: Why Free Software Ain't Really Free

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Order Casodex No Prescription

Published on February 17, 2010 by R "Ray" Wang

Chatter Represents SFDC's Unified Move Into Social

screen-shot-2010-02-18-at-15959-am
 Order casodex no prescription, Announced at the 2009 Dreamforce conference, Chatter represents both a collaboration application and platform.  Software built on the Force.com platform will gain the collaboration capabilities. Acheter arimidex,   Solutions in AppExchange will be able to use profiles, real time streams, Ohio OH, Connecticut CT Conn., and other API's.   With a 100 customers testing out user experience, scalability, ordering epogen online, Evista kopen, and security, Salesforce.com, purchase capecitabine, Order cytoxan online cheap, moves from vaporware to beta.   Some key features include:


  • Aggregating streams of information. Employees can subscribe to feeds such as internal updates, social networks, cheapest gleevec in the world, Order epogen online cheap, and documents.

  • Automating status updates. Users can receive updates from system and user generated alerts.  Alerts can include documents and related links.

  • Enabling secure document sharing, Delaware DE Del.. Cheap generic epogen, Chatter feeds can be searched to find relevant information.  Document sharing is protected by a secure sharing model from the Force.com platform.


The Bottom Line For Customers - Chatter Represents A First Step Towards Social CRM

Customers seek solutions that bridge the gap between Enterprise 2.0 collaboration with enterprise applications.  Investment in solutions like Chatter fit well with Salesforce.com's existing list of innovative customers.   Many require more in-depth social capabilities.  Should Chatter be delivered in 2010, customers will win by being able to minimize the number of SaaS platforms, buy capecitabine from canada, Louisiana LA,   reduce the related costs of vendor management, and take a first step into Social CRM, ordering evista pill. For capecitabine online, The Bottom Line For Vendors - Chatter Beta Buys Salesforce.com Time To Fend Of Best of Breed Competitors.

Learning from the lessons of Siebel, Marc Benioff does not intend for SalesForce.com to be a one trick pony.  Force.com represented a step to build an ecosystem and extend beyond CRM.  Success in AppExchange proves out the strength of the ecosystem, order casodex no prescription. With Chatter, ostaa halvalla capecitabine, Halvalla arimidex apteekki, Salesforce.com establishes a second foothold into the world of Social CRM and Enterprise 2.0.  The pre-announcing in November bought Salesforce.com time to fend off best of  breed collaboration solutions and emerging Social CRM vendors.  Announcing a private beta with 100 customers, not only shows momentum, Acheter en ligne cytoxan, Gleevec pedido en línea, but also gives Salesforce.com time to prove out the solution.  In any case, they SaaS leader buys time and can keep some of the best of breed solutions temporarily out of its accounts, order gleevec no rx. North Dakota ND, Your POV

Are you a Salesforce.com customer?  How will you use chatter?  When do you plan to deploy.  Let us know if you need help with:


  • Building a multi-vendor SaaS strategy

  • Negotiating your Salesforce.com contract

  • Crafting a SaaS integration strategy


Please post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity.
Related resources and links

20100125 Monday's Musings: The Hidden Value in SaaS Deployments

20091222 Tuesday’s Tip: 10 Cloud and SaaS Apps Strategies For 2010

20091012 Research Report: Customer Bill of Rights - Software-as-a Service

20090602 Tuesday’s Tip: Now’s The Time To Consider SaaS Software Escrows

20081028 Tuesday’s Tip: SaaS - Integration Advice

20090714 Sandhill.com - R ‘Ray’ Wang - “Opinion: Moving to a SaaS Offensive”

20070903 Trends: What’s all the fuss about True SaaS, acquistare a buon mercato casodex, Ordering gleevec online legally, OnDemand, Hosting, cheap evista from canada. Oklahoma OK Okla.,

20091208 Tuesday’s Tip: 2010 Apps Strategies Should Start With Business Value

20091109 Monday’s Musings: SaaS, SOA, Integration and How To Make A Peanut Butter And Jelly Sandwich In The Cloud


Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Order Cytoxan

Published on February 7, 2010 by R "Ray" Wang

Apotheker's Contract Not Renewed.  SAP Puts Snabe and McDermott In Co-Ceo Roles.

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Rumors began circulating early this weekend that Léo Apotehker's contract would not be renewed.  The highest level sources had confirmed this early in the morning and the afternoon press release provided confirmation of the details.  A few key facts:


  • Order cytoxan, SAP moves back to Co-CEO management structure. Cheapest capecitabine online, Bill McDermott, head of field organization and Jim Hagemann Snabe, buy cytoxan overnight delivery, South Dakota SD, head of product development become Co-CEO's. Point of View

    (POV): For undisclosed reasons, Leo's contract was not renewed, District of Columbia DC D.C.. Koop korting epogen, Both Bill and Jim have extensive experience at SAP and have been hard at work revitalizing the organization from both the sales and product sides.  Many observers may be surprised not to see former Business Objects CEO John Schwarz in the running.


  • Executive Board elevates role of products and technology, New Mexico NM N.Mex.. Where to buy cheap epogen, Vishal Sikka, chief technology officer (CTO) now appointed to the SAP Executive Board.

    POV: Vishal has the trust and ear of Hasso Plattner and Jim Snabe.  The net result may be more unified road maps, cheap capecitabine no rx, Nevada NV Nev., better prioritization of R&D assets, and less issues with product development.



The Bottom Line - Timing Is Everything, buy epogen online, Gleevec, But SAP's Inflection Point Is Good News For Customers

Though a seasoned executive with over 20 years with SAP, Leo was in the wrong place at the wrong time.  He was responsible for doing a bang up job in sales when Henning Kagermann (i.e, epogen prescription. the former CEO) was around.   In fact, he made Henning look good despite the difficulties in launching mySAP ERP 2007, SAP ByD, and a host of other failed projects.  Unfortunately, he entered a down market while in charge of a sinking ship.  Low morale among the Walldorf engineering team, the issue with Enterprise Support and maintenance, and uncontrollable poor quarterly performance proved to be factors beyond his control.  Customers over the past 2 to 3 years began to wonder how to tap SAP's innovation.  A clear need emerged for having more technologists at the helm, order cytoxan. Pharmacie capecitabine bon marché, Putting McDermott as Co-CEO makes sense.  He is an excellent sales guys but the issues is not sales.  It's products.  Snabe and Vishal will need strong product vision to right SAP and point it in a forward direction.   Engineering and products need more attention to bring out trapped innovation at SAP.

Your POV

Are you an SAP customer?   How do you feel about the transition?  Would you like to learn more about:


  • Building a next gen SAP roadmap?

  • Improving your SAP apps strategy?

  • Augmenting SAP with SaaS?

  • Putting third party maintenance and optimization to work?


Please post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity, Washington WA Wash.. Purchase gleevec,
Related Links And Resources

Here's a list of related reports.

20100114 News Analysis: SAP Revives Two-Tier Maintenance Options

20091211 Event Report: 2009 SAP Influencer Summit - SAP Must Put Strategy To Execution In Order To Prove Clarity Of Vision

20091125 Speaker Notes: Keynote - SAP UK & Ireland User Group Conference 2009

Here’s a list of related links of news during Léo's tenure.  They will be added on an ongoing basis and updated as appropriate.


Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.



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Order Zometa No Prescription

Published on January 18, 2010 by R "Ray" Wang


The Era Of CIO Dictatorships Ends With 2009
Order zometa no prescription, Less than 5 years ago, the mighty CIO controlled his or her organization’s destiny by shepherding multi-million dollar projects and ruling with a fist. Ordering epogen from canada, Business leaders had to pay homage to the IT team and they hated it.  The economic crisis, advent of the cloud and SaaS, Koop korting evista, Kjøpe casodex online, and the massive number of IT failures have rapidly changed the role of the CIO.  Saddled with the burden of maintaining legacy projects and faced with a shortage in budget and resources, businesses now move around the IT team as they must meet a flurry of business requirements.  CIO’s have lost a lot of control in guiding how technology is used in the enterprise because the world of consumer tech has out innovated enterprise class technologies, gleevec no prescription. Buy cheap epogen online, CIO's And Their Organizations Challenged By The Pace Of Change In The 2010's

Similar to this past decade, organizations will face massive amounts of change in the next decade.  While change is nothing new to CIO's and their organizations, arimidex prescription, New York NY N.Y., the velocity of change has increased - to a point where the rate of obsolescence outpaces the rate of change.  Conversations with over 200 CIO's this year reveal an anxiety in remaining nimble, cutting costs, købe casodex, Cytoxan no prescription, and just keeping up with change.  CIO's must rapidly respond to disruptive forces in the market, workforce dynamics, ordering zometa online cheap, Kaufen zometa, business models, and pace of technology adoption (see Figure 1), acheter zometa. Order iressa no prescription, Figure 1.  Four areas of change responsible for major disruptions in today's organizations

[caption id="attachment_3987" align="alignnone" width="600" caption="(Source: R Wang & Insider Associates, LLC)"]screen-shot-2009-12-21-at-112559-am[/caption]

The Bottom Line - The CIO Role Shifts To Match Next Gen Enterprise Requirements

What's the role of the CIO in this next gen enterprise?  Well, παραγγείλετε online arimidex, Capecitabine kopen, next gen CIO's must help organizations navigate complexity while realizing the benefits of a solid business technology strategy.   While the immediate focus may be on hot topics such as security and risk, third party maintenance, iressa cheap, Order casodex pill, cloud and SaaS, and email replacement and unified communications, comprar en línea arimidex, Georgia GA Ga., there are significant transformations across 11 broader skill sets (see Figure 2.)  Next Gen CIO's must begin the process of transforming themselves and organizations in 2010 to meet the demands of the decade, anticipating the disruptive business models, cheap evista online, Buy cheap arimidex, technologies, and processes to come, order zometa online legally. Cheap cytoxan online, Figure 2. Eleven Skill Shifts For The Next Gen CIO

[caption id="attachment_4131" align="alignnone" width="599" caption="(Source: R Wang & Insider Associates, LLC)"]screen-shot-2010-01-19-at-74323-am
[/caption]


In This Series


Your POV

What skill shifts are you seeing in your work as a CIO?  Do these shifts resonate, order zometa no prescription. Do you have a different point of view, buy iressa. Nebraska NE Nebr., Please post or send on to rwang0 at gmail dot com or r at softwareinsider dot org and we’ll keep your anonymity.

Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Order Cytoxan Without Prescription

Published on January 14, 2010 by R "Ray" Wang

Standard Support Returns After Much Deliberation

SAP announced today that they would be reintroducing their Standard Support offering.  Customers now gain choice Order cytoxan without prescription, with a 2-tier maintenance offering. Here are the details between standard support and enterprise support, comprar casodex. Georgia GA Ga.,


  • Standard Support Offering reintroduces at 18%. Customers seeking core bug fixes, gleevec kopen, Ordering capecitabine, support packages, risk mitigation, Mississippi MS Miss., Tennessee TN Tenn., and related new functionality will have choice in staying on standard support.  The program is designed for customers who seek to keep their systems up and running.  Customers with CPI clauses in their contracts will want to take note - the first set of consumer price index (CPI) price increases will begin January 1st, 2012.

  • Enterprise Support remains at 22%, pharmacy capecitabine. Iowa IA, SAP will continue to offer Enterprise Support at 22% for new customers and a ramp up for existing customers (see Figure 1).  Enterprise support includes features such as best practices for IT operations, proactive monitoring and reporting, acquistare online capecitabine, Goedkope casodex apotheek, and transparency for business process performance.  Customers who choose to go with Enterprise Support prior to March 15th, 2010 will be eligible for ramp up.

  • Supplemental offerings still available, buy zometa. Other programs such as Max Attention, Safeguarding, and Product Support for Large Enterprises (PSLE) will continue to be available by choice and invitation.


Figure 1, order cytoxan without prescription. Ordering evista overnight delivery, SAP's New Support Pricing Scale

[caption id="attachment_4087" align="alignnone" width="529" caption="(Source: SAP)"]screen-shot-2010-01-14-at-74603-am[/caption]

The Bottom Line - Best Support Scenarios Will Depend On Your Previous and Current Contracting Prowess

The good news - SAP's spent considerable amount of time listening to their customers.  The result - customers do want choice and there are plenty of choices to be made.  Decisions on which option is best can be best summarized by asking a few key questions:


  • Are you expanding your use of SAP in the next 3 to 5 years? Determine your pace of adoption for SAP products.  If you are planning to add more modules then you will want to consider Enterprise Support.  If you are not, then you should be moving to standard support and considering 3rd party maintenance in 12 to 18 months.

  • Do you have a CPI increase in your contract, capecitabine farmacia a buon mercato. Buy zometa online without prescription, If you do, then you'll want to see if the total is above the inflation rate or the enterprise support ramp up of 6% per annum.  The best case is to have negotiated CPI + 0% but most SAP customers have CPI +5% as standard, arimidex kopen, Arimidex online kaufen, well over the 6%.

  • What's your overall SAP apps strategy. How will you harness innovation within and around SAP?  What's your plan in the next 12 to 18 months?  What will you be doing with SaaS?  How will you be incorporating portals such as Sharepoint?

  • Can you make a decision on Enterprise Support by March 15, buy gleevec cheap, Order casodex online, 2010? Existing customers who have not moved to Enterprise Support must make a decision in order to go with the slow ramp up.  Those who wait after March 15, 2010 will start at 22% maintenance.


A sample output for clients would be a decision matrix based on multiple factors.  Below is one example for used with clients in an early morning call with 2 key factors of CPI increase in contract versus adoption of SAP.  Other factors will include when your contracts began and what lifecycle of adoption your organization are in, comprar iressa. Mississippi MS Miss., (See Figure 2):

Figure 2.  Sample SAP Support Decision Matrix

[caption id="attachment_4088" align="alignnone" width="599" caption="Copyrighted © 2001- 2010 R "Ray" Wang and Insider Associates LLC."]Copyrighted © 2001- 2010 R "Ray" Wang and Insider Associates LLC.[/caption]

Your POV

Need help with your contract negotiations?  Tap into the experience of thousands of contract negotiations.  Have a story to share about SAP contracts. Order cytoxan without prescription, Please post or send on to rwang0 at gmail dot com and we’ll keep your anonymity.

* Not responsible for any factual errors or omissions.  However, Osta zometa online, Buy zometa online cheap, happy to correct any errors upon email receipt.

Other Useful Software Contract Negotiations Links

Tuesday's Tips: Five Simple Steps To Reduce Your Software Maintenance Costs

Tuesday's Tip: Do Not Bundle Your Support and Maintenance Contracts, Michigan MI Mich.. Billige zometa apotek,

Tuesday's Tip: Software Licensing and Pricing - Do Not Give Away Your Third Party Maintenance And Access Rights

Tuesday's Tip: 3 Approaches To Return Shelfware

Tuesday's Tip: Software Licensing and Pricing - Now's The Time To Remove "Gag Rule" Clauses In Your Software Contracts


Related Blogs, Press, Nebraska NE Nebr., and Links

MUST READ - 2010017 Irregular Enterprise - Dennis Howlett "SAP's Maintenance Cost Sleight of Hand"

News Analysis: SAP Moves All Customers Onto More Expensive Enterprise Support

News Analysis: SAP and SUGEN Make Progress on Enterprise Support

20100115 SearchSAP.com/TechTarget - Courtney Bjorlin " Choosing Standard or Enterprise support more difficult for SAP customers with no KPIs "

20100114 IDC - Amy Konary at IDC "Guest Post: Back by Popular Demand, A Basic Maintenance Offering from SAP"

20100114 Forrester Blogs - Paul Hamerman "SAP's Tiered Support Announcement Diffuses a Contentious Issue"

20100114 IDG News - Chris Kanaracus "SAP shakes up support structure, executive organization"

20100114 Enterprise System Spectator - Frank Scavo "Flash: SAP backs down on 22% maintenance fees"

20100114 Information Week - Doug Henschen "SAP Reintroduces Tiered Maintenance"

20100114 ComputerWorldUK - Mike Simons "Update: SAP does U-turn on Enterprise Support"


Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Order Iressa Without Prescription

Published on January 12, 2010 by R "Ray" Wang

Lawson Acquisition Brings Healthcare Focused ERP To Last-Mile Patient Management Solutions
 Order iressa without prescription, On January 11th, 2010, Lawson Software announced it had closed a $160M all cash offer for Healthvision, a healthcare software solution headquartered in Dallas, TX.  The deal continues Lawson's deep commitment to industry verticalization and is notable because the deal:


  • Expands Lawson's vertical footprint in the healthcare industry. Lawson currently plays a significant role in the ERP (i.e. Alaska AK, financial and human resources) side of healthcare with an estimated 33% market share at hospitals with 250 beds or more.  Healthvision plays a complementary role in integrating patient information, enabling the growing healthcare information exchange (HIE) market, comprare epogen sconto, För epogen online, and delivering patient care systems for the Canadian market.

    Point of view (POV): Operational and clinical data often remain scattered in most healthcare organiztions.  With cost savings and compliance top of mind, the Cloverleaf Integration Suite from Healthvision provides a cost effective web services/SOA approach to integration.  Users often use Cloverleaf to replace the numerous manual point-to-point integrations.  This vertical specialization will place Lawson as an industry expert in integrating business (i.e, Køb discount casodex. Ordering evista online legally, ERP) with patient care (i.e. clinical systems).   As a result, Colorado CO Colo., Buy arimidex without prescription, Lawson will extend its vertical barriers to entry among competitors.




  • Enables Lawson to enter the HCIT market. Healthvision boasts 800 customers in 3000 healthcare facilities worldwide.  The Medisuite solutions focus on patient management solutions for revenue cycle, cytoxan for sale, Billig zometa apotek, clinical care, and data access.  The Cloverleaf healthcare data integration solution remains the defacto standard in the provider space.  Successful passage of the healthcare reform bill will lead to increased demand for HIE's.

    POV (revised 2:oo pm 1/12/2010), District of Columbia DC D.C.. : While the Medisuite acquisition may put Lawson directly in competition with some HCIT vendors such as Epic, Meditech, and Siemens in Canada, the goal is to serve as a supplier or glue to clinical vendors on the integration front.  HCIT's traditionally have had very proprietary systems that were hard if not impossible to integrate.   Lawson has an opportunity to be the "Switzerland" in the integration market.  However, if Lawson can adapt MediSuite for the US market, the acquisition will give Lawson a significant accretive growth platform in cross-sell opportunities for an estimated $30B healthcare market opportunity.  Expect Cloverleaf to be used to dislodge clunky and proprietary integration tools from existing competitors.




  • Provides a significant accretive growth platform. Lawson expects the HealthVision acquisition to bring $60 to $70M additional revenues.  The M&A falls in line with Lawson's concerted effort to focus on five key target markets that include fashion, food and beverage, equipment service and rental, public sector, and healthcare.

    POV: Over 60% of Healthvision's revenues are recurring.  This provides Lawson with a steady cashflow as the vendor trends towards $1B in revenues milestone.  Changes in US healthcare policies benefit Lawson in reaching its goals.



The Bottom Line For End Users - Expect More Vertical Focus

Lawson users can expect additional investments in vertical solutions in the next 2 to 3 years.  Expect Lawson to continue investing in the Healthvision products with improved integration to Lawson S3.  Existing customers should seek an understanding of the future product road maps and time frames for completion.  Customers can expect Lawson to be active in cross-sell opportunities, order iressa without prescription. Gleevec pharmacy, Your POV

Are you a Healthvision or Lawson customer in healthcare?  Always curious to your customer experiences.   What do you think of this acquisition, osta alennus arimidex. Kjøpe billig capecitabine, Please post or send on to rwang0 at gmail dot com and we’ll keep your anonymity.

Copyright © 2010 R Wang and Insider Associates, order arimidex, Generic capecitabine, LLC. All rights reserved, Florida FL Fla.. Order arimidex pill. Pharmacy cytoxan. Buy arimidex online without prescription. Kaufen casodex. Kentucky KY Ky.. Osta zometa. Hawaii HI. Purchase arimidex. Georgia GA Ga..

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Buy Capecitabine Without Prescription

Published on December 30, 2009 by R "Ray" Wang

Buy capecitabine without prescription, I've had considerable time to catch up on reading this holiday season.  Traditionally, it's a time for predictions, resolutions, and reflections.  But as we close out the last decade, I couldn't help but dwell on economist Paul Krugman's Op-Ed from December 27th titled "The Big Zero".   He brings up good points that it's been an "era best forgotten" and "it was a decade in which nothing good happened, and none of the optimistic things we were supposed to believe turned out to be true".  He dives deep to rant about how we've achieved zero economic gains and makes compelling arguments.  However, in the world of innovation and adoption of disruptive technologies, it may be safe to say that his point on "our unwillingness, as a nation, to learn from our mistakes", seems to be less true.

In fact, West Virginia WV W.Va., Nebraska NE Nebr., emerging organizational trends in the next decade can be well rooted in lessons learned through the boom and bust cycle of the 2000's.  Here's my opinion on five lessons learned from the tragedy of what we call the past decade:


  • Pace of change moves from constant to constantly accelerating. Quickly evolve or die.  Organizations need to find ways to stay ahead of change or risk being obsolesced.  Organizations must organize around supporting flexibility and agility.  Disruptive technologies play a role in leapfrogging organizational models, Utah UT, Cheap epogen from canada, business processes, and business models.

  • Planning switches from static to iterative. Agile is the new poster child for today's approach.  The best plans assume constant iteration.  Organizations must expect to reevaluate and assess plans in shorter cycles.  3 to 5 year plans can't account for or incorporate the entry of disruptive technologies.  Iterations move from years to months.

  • Viability shifts from size to innovation. Size does not equate to viability.  Success requires solving pain chains.  Mergers and acquisitions will continue out of necessity but must be done strategically.  Not only must organizations achieve an economy of scale that reduces overhead, West Virginia WV W.Va., Ordering gleevec online cheap, funds innovation, and grabs the largest share of the customer budget, Køb discount evista, Casodex price, but they must also address pain chains by developing and delivering innovative last-mile solutions that dis-intermediate inefficiencies in existing business models.  If size gets in the way, then you must divest.

  • Success evolves from technology adoption and process improvement to business value and business impact, köpa epogen. αγοράσετε gleevec, Benefits should only focus  on business impact.  After a decade of technology and business process centricity, organizations must start with the business value story.  Business processes must be flexible enough to accommodate the pace of change.  Technology provides an enabler but not the complete solution.  People still matter at the end of the day so make sure the incentives are aligned.  Holistic goals such as the total customer experience, cheap cytoxan no rx, Virginia VA Va., beyond real time relationships, and optimal compliance will provide the business drivers for new initiatives.

  • Collaboration evolves from nice to have to essential, buy casodex online. Acheter gleevec bon marché, Plain and simple - partnerships count more than ever. No single organization can serve every market, provide every last mile solution, ordering capecitabine online legally, Price of iressa, and deliver value in a focused manner.  Most organizations can not afford go it alone strategies.  Partnerships must be based on an understanding of what each party will not do in order to find the common ground among 4 key dimensions: product road map alignment, service and support coverage, Ohio OH, Buy casodex, sales coordination, and community engagement.


Your POV.

What have you learned from the past decade?  Do you feel it was for naught or were you fruitful in your pursuits?  Feel free to post your comments here or send me an email at rwang0 at gmail dot com or r at softwareinsider dot org, Louisiana LA. Ordering gleevec no prescription, Copyright © 2009 R Wang and Insider Associates, LLC, cheap generic iressa. Gleevec price, All rights reserved. Osta evista. Where to buy iressa. Order arimidex online.

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Published on December 22, 2009 by R "Ray" Wang

Keep In Mind Basic Rules Still Apply Regardless Of Deployment Option

The proliferation Order arimidex, of SaaS solutions provides organizations with a myriad of sorely needed point and disruptive solutions.  Good news - business users can rapidly procure and deploy, while innovating with minimal budget and IT team constraints.  Bad news - users must depend more on their SLA guarantees and deal with a potential integration nightmare of hundreds if not thousands of potential SaaS apps.  Though the 7 key benefits of SaaS outweigh most downside risks, organizations must design their SaaS apps strategies with the same rigor as any apps strategy.  Just because deployment options have changed, this does not mean basic apps strategy is thrown out the window.  Concepts such as SOA, business process orchestration, and enterprise architecture will be more important than ever.  Here are 10 strategies to consider as organizations take SaaS mainstream:


  1. Begin with the business process and desired business value. Understand the desired business value and outcome.  Map back the key performance indicators (KPI's) to the business processes. Identify what processes will be covered by the SaaS solution.  Determine overlaps and hand-offs between on-premise and SaaS to SaaS that are required to measure the desired KPI's.

  2. Engage stakeholders early and often. Today's apps strategies must constantly evolve, buy cheap evista online. Change is happening so fast that line of business leads and IT leaders must collaborate in real time.  The result - an ever changing list of requirements.  While SaaS allows business leaders to make go-it-alone decisions, Capecitabine for sale, success will require close collaboration on short term and long term requirements, dependencies, and strategy.

  3. Bet on future suites, District of Columbia DC D.C., SaaS platforms or PaaS (Platform-as-a-service). Comprare casodex, Winners and losers will emerge in this wave of Cloud computing.  Vendors such as Netsuite, Workday, Zoho, Pennsylvania PA Penn., Epicor, Arizona AZ Ariz., and SAP have built or will be building suites.  They provide safe bets as more and more functionality will be rolled into their offerings. Concurrently, organizations should also choose vendors who bring a vibrant and rich ecosystem to the table because those vendors will win in the market.  Salesforce.com and NetSuite already provide users with a platform to build on apps.  Other vendors such as as Google Apps Engine, Microsoft Azure, IBM, and Zoho provide rich developer communities.  Partner and customers will drive innovation which is why platform adoption (i.e, order arimidex. today's middleware) makes a difference.

  4. Augment with best of breeds, but avoid best of breed hell, generic arimidex. No one platform can provide every solution, Washington WA Wash., but choose wisely.  Best of breeds provide deep vertical capabilities and rich last mile solutions.  However, no one wants to manage hundreds of vendor relationships.  Create frameworks that allow business users to work with vendors which support open standards, integrate well with your existing integration strategies, buy evista no rx, and follow the bill of rights.   Reduction in the number of vendors will become a priority in 2010 going on into 2011.

  5. Assume hybrid will be the rule not the exception. Pennsylvania PA Penn., Prepare for hybrid deployments throughout the decade.  Despite the benefits of SaaS and broad adoption in 2010, legacy apps will not go away.  Just count the number of mainframe and client-server apps still in use today.  Many on-premise apps will take time to migrate to SaaS. In some cases, Om arimidex online, legal requirements will prevent data from being stored off-site.  Software plus services offerings from companies such as Infor, Osta capecitabine, Lawson, Microsoft Dynamics, and SAP may become the norm in 2010 as companies seek private and public cloud solutions.

  6. Design with good architecture, goedkope cytoxan apotheek. Order arimidex, Keep your enterprise architects (EA's) or hire some more.  Inevitably, more and more SaaS solutions will enter the organization.  EA's will proactively plan for new scenarios and account for future business requirements.  Organizations should keep some rigor in terms of standards for solution adoption while accounting for the need to rapidly innovate.  Business leaders will need some frameworks on which solutions to adopt.

  7. Choose the right integration strategy for the right time. SaaS integration strategies will evolve based on the organization's SaaS adoption maturity.  The first set of solutions will probably require point to point integration of data.  Over time, Osta arimidex, users often migrate to centralized integration services that account for process.  Some will go full enterprise service bus (ESB) and look at business process orchestration as well.  Consider solutions from CastIron, Boomi, Pervasive Software, evista pedido en línea, Informatica, Cheap capecitabine no prescription, and SnapLogic.  Going forward customer data integration and master data management will be more important than ever.

  8. Minimize long-term storage costs with archiving. Storage represents a significant long term SaaS cost.  Savvy clients can reduce the cost of SaaS storage with a myriad of technologies such as EMC, IBM Optim, cheapest epogen price, and RainStor.  By archiving, Cheap gleevec without prescription, organizations will experience faster transaction times, maintain compliance, and reduce storage fees.

  9. Hedge risk with SaaS escrows. Most SaaS vendors will require 5 to 7 years to achieve profitability.  End users often demand software escrows in the on-premise world when they are concerned about vendor viability, købe zometa online, takeover threats, Buy cytoxan online legally, and other related breaches to performance or service level agreements.  Software escrows vendors serve as the trusted third party independent organization which holds a copy of the software code.  This often includes user data, source code, documentation and any application executables, West Virginia WV W.Va.. SaaS escrows work in a similar way.  Vendors such as EscrowTech, Købe gleevec, InnovaSafe, Iron Mountain, NCC Group, ordering zometa no prescription. and OpSource can provide such services.

  10. Protect your rights. Gleevec online cheap, Client - vendor relationships in SaaS are perpetual.  Organizations have one shot to get the contract right and begin the relationship with the right tenor.  Apply best practices from The Customer Bill of Rights: SaaS. Work with vendors to find the right balance in approach.


The Bottom Line For Customers - Build Frameworks That Support Easy Line Of Business Adoption

The broad adoption and trajectory of SaaS solutions requires organizations to rapidly replace edicts and 5 year plans with guidelines and policy frameworks.  The goal - enable anyone in the organization to procure a SaaS solution that meets key guidelines and standards.  The result - flexibility, security, and scalability that allows solutions to be used on-demand and in concert with existing applications, pharmacie gleevec bon marché.

Your POV.

As you work out your SaaS apps strategies, drop us a line and let us know how you are deploying, what challenges you've faced, and what successes have you achieved.  We're happy to weigh in.  Feel free to post your comments here or send me an email at rwang0 at gmail dot com or r at softwareinsider dot org.

Copyright © 2009 R Wang and Insider Associates, LLC. All rights reserved.

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Published on December 11, 2009 by R "Ray" Wang


Boston Park Plaza Lobby Buy evista, nTag at SAP Summit Schwarz and Becher The Future Leadership of SAP?
(Photos by R Wang & Insider Associates, LLC.   Copyright © 2009 All rights reserved.)

Re-innovation Now At The Heart Of SAP's Focus And Strategy

SAP has faced a rough two years.  From the continuing market pressure on new license revenue, false-start launch of Business By Design (ByD), comprar gleevec de descuento, management restructuring, and issues with user groups and Enterprise Support, one could kindly say its been a brutal period.  Looking forward to a fresh start in 2010, senior executives and key personnel have been hard at work "re-innovating" SAP at both the product and marketing level.  As intended, Cheap gleevec overnight delivery, many of the 275 analysts, bloggers, customers, influencers, and media attendees of this year's SAP Influencer Summit left Boston with the perception that the company is in the midst of such transition. However, epogen en ligne afin, the clarity of that message and the perception of innovation depended on the topic at hand.

Five key themes drove most formal and informal conversations throughout the event:


  • SAP continues to be innovative. John Schwarz, SAP Executive Board Member, keynoted on stage that " We are not your grandmother's SAP" and addressed SAP's aspiration to become more customer focused and innovative.  Jim Hagemann Snabe, παραγγείλετε online zometa, Executive Board Member in charge of Business Technology and Solutions, touted the product vision.  Vishal Sikka, SAP's Chief Technology Officer (CTO) focused his conversation on Timeless Software and SAP's cloud orientation.  He emphasized the size of future data volumes and the case for why In-Memory applications would provide the access speed and key meta-data required to draw inference for usage in business intelligence and analytics.  Meanwhile, John Wookey, who leads SAP's OnDemand for Large Enterprise effort commented on the Cloud by stating, "SAP sees On-Demand as the next major change in computing models and we're very serious about on-demand, For cytoxan online. Innovation in on-demand (deployment options) is still largely in front of us."

    Point of view (POV): SAP's working hard to highlight its innovations.   With €1.6B spent a year in R&D, innovation exists in SAP Labs but management and tribal politics often keep good ideas from becoming productized.  Users will need to work closely with SAP to identify needs and requirements and help SAP prioritize what should go to market.  Cloud strategy remains hazy in specifics, buy evista. In-memory approach will benefit customers but will take time to develop across all products.  OnDemand for Large Enterprises could slow in-roads by pure-play SaaS vendors.




  • Business analytics and intelligence play a key role in the platform. Executive Vice-President and General Manager, Marge Breya spent much time talking about SAP's support for heterogeneous data sources.  As the BOBJ assets integrate into NetWeaver, her emphasis would be to deliver information across new platforms and use cases.  Project Kona for business intelligence (BI) OnDemand in mobility would play a key role in changing how users access SAP information.

    POV: Customers need better information in order to make key decisions.  BI plays a significant role in delivering such value to customers and the Business Objects acquisition provides the enabler.  However, SAP users still find data quality and data governance to be a key hole in the SAP information strategy.  SAP will need to address the different approaches in master data management (MDM) and help customers understand which set of tools should be applied in each customer scenario.




  • Future growth rests with success in small and medium enterprises.  With most of the large enterprise saturated with packaged apps such as ERP, Oklahoma OK Okla., SAP's future growth rests on its ability to move down market.  The SME team led by Hans-Peter Klaey shared progress on their 3-prong product strategy with Business One (B1), Business All in One (BAiO), and Business by Design (ByD).   B1 continues to gain traction in the small end of the market and SAP has published a product road map well past 2014.  The key issues remain the future of ByD and how SAP plans to scale growth.

    POV: With hopes of getting ByD to scale, Feature Pack 2.5 promises to bring in-memory analytics, multi-tenant support, mobile device enablement, iressa online kaufen, Microsoft Silverlight UI's, and a software development kit based on Microsoft Visual Studio.  Scaling remains a big issue but now becomes technically feasible.  Conversations with Rainer Zinow, Senior Vice President for SME Strategic Solution Management; Christoph Behrendt, Senior Vice President for Midsize Enterprises; Peter Lorenz, Illinois IL Ill., Senior Vice President, SME Solutions; Jeff Stiles, Senior Vice President for SME Marketing; and others, highlight the advanced progression in SAP's SME thinking.   Early indications show promise that they will eventually approach the market with the right scaling, go to market plan, comprare gleevec, and cost structure to succeed. Movement towards more Microsoft technologies will help attract B1 partners, especially many at Sage who may be disgruntled but technically competent and customer service oriented.


  • Sustainability is more than a trend.  Building on its Clear Standards acquisition, SAP continues to drive mind share in the field of sustainability tracking.  Key topics include the usual suspects of carbon emissions, Generic epogen, energy consumption, and compliance. The Business Objects Sustainability Performance Management offering showcased new areas such as product and workplace safety.  Its recent Sustainability Report highlights how SAP uses its own software to achieve its corporate objectives.  Sustainability shows growth as a board-level topic and issue of concern.

    POV: More than just buzzwords, SAP's making a considerable investment in sustainability.  By providing the right templates and KPI's for external reporting, SAP will transform social responsibility aspirations to reality for its interested customers.   Peter Graf, SAP's Chief Sustainability Officer, αγοράζουν φτηνά arimidex, has harnessed the do-good spirit of SAP's employees in building out SAP's offerings.  Expect sustainability to be a key area in repairing SAP's current image.  Conversations with customers indicate that sustainability may not be a primary reason to choose SAP today, but SAP's investment and commitment in this arena brings SAP into conversations with key business leaders and has led to deal flow.  However, long term success in sustainability will require good master data management (MDM) and SAP must rapidly address this issue or face the prospect of false promises.


  • Partners and ecosystems matter. The partner ecosystem team continues to evolve and innovate with new programs that not only attract new partners, but also improve partner readiness.  SAP currently works with 7000 go to market partners and the SAP Developer Network boasts 2.5M developers.  Efforts such as the SAP Mentor program, Cheap evista no prescription, SAP Partner Edge, SAP EcoHub, and SAP Community Network by Zia Yusuf and his successor, Singh Mecker, Senior Vice President of GEPG provide proof points of progress and success.

    POV:     Buy evista, The EcoHub provides customers, partners, suppliers, and internal employees with a collaboration point for subject matter experts, trouble shooting, and fostering community.  SAP's partner ecosystem remains its strongest asset.  In order to capitalize on their success, SAP must make the necessary investment in revamping the technology platforms partners build on.  Should they fail in providing an easier platform, they will lose traction and adoption.  Partner-led innovation will move to easier platforms to work with and business models that sustain profitability.


SAP's Efforts In Strategy To Execution Rates A "B-" For Now

Applying a quick Vendor Scorecard grading system, here is a subjective evaluation of SAP's 2009 efforts to date*:


  • Leadership: "B-". Leo Apotheker and Bill McDermott failed to show up again at a key event.  While this was Q4 and a tough quarter, arimidex pharmacy, customer and influencer perceptions remain low on Leo given his decision to push Enterprise Support and the lack of clarity into his vision and approach to date.  To be fair, he has faced a tough hurdle in cleaning up mistakes from his predecessor, Henning Kagermann, and has had to streamline research and development as well as a sprawling bureaucracy.  The good news - their absence highlighted the emerging bench strength of talent within SAP.  This brought some confidence to many in attendance that SAP may have the right stuff to emerge. Order zometa pill, The bad news - rumors abound on when a successor (Co-CEO) would be announced as Leo's contract expires in June 2010.

  • Product strategy: "B+". Sustainability, integration of Business Objects componentry, Enhancement Packages (EhP), and In-Memory apps receive praise.  Meanwhile, adoption of ERP 6.0, Nevada NV Nev., remains slow.  SAP cites 50% of all product instances on to ERP 6.0.  However, actual customer counts may be less given the fact some customers have 25 to 50 instances of SAP.   Only 3500 customers have used Enhancement  Packages.  Customers remain confused on the value of Business Suite 7, upset with paying twice for BW and Business Objects, and disappointed with SAP's slow approach to SaaS and onDemand.  Successful relaunch of ByD in 2010 may help SAP gain traction.  Customers await delivery on OnDemand offerings for Large Enterprise but can not wait much longer.  InMemory Apps planned for 2014 must be delivered on-time to compete with Oracle's Fusion Apps.  Despite the lack of clarity, Acheter cytoxan, SAP still has the richest set of business functions and ability to handle the greatest set of complex scenarios.

  • Technology strategy: "C+". Middleware strategy remains murky at best.  SAP should revamp NetWeaver or junk it.  NetWeaver is to Blackberry as Salesforce.com's Force.com is to iPhone.  It's so much easier to build apps on Force.com and iPhone than it is for SAP's NetWeaver and RIM's Blackberry.  The decision to emphasize the NetWeaver ABAP stack over the NetWeaver Java stack will leave customers and partners confused despite how much more efficient it is to build on ABAP.  In addition, the lack of good business process orchestration at both run time and design time remains a critical hole for investment and gives vendors such as IBM and Cordys opportunities to sit on-top of SAP apps.  Mobile strategy at first seems less emphasized with the rare mention of native apps development on Blackberry and other platforms.  Nevertheless, SAP's decision to leave mobile platform integration of Blackberry and others at the NetWeaver Mobile layer may prove to be the most efficient and effective approach.  The move to in-Memory will help with future development, yet customers lack confidence in SAP's execution of the Timeless Software argument, despite its best intentions.  It appears that SAP will have 2 OnDemand strategies.  Lighter applications will be built on Java.  More complex applications to be built on the OnDemand stack.

  • Go to market strategy: "B+", cheap evista tablet. "Best Run Now" packages deserve credit for bringing business value from analytics into core business processes.  Slow adoption can be blamed on a sales teams who treated this as a new license sales opportunity instead of an entry point to showcase SAP value.  Customers could see the sales reps salivating with each interaction for a new sale.  Kudos go to SAP for finally admitting failure with ByD and working hard with customers and partners to revamp efforts.  SAP's marketing team remains the most innovative and effective.  Just wait till they get products that keep up with their marketing.

  • Innovation agenda: "B-", buy evista. SAP's making in-roads in the right areas.  Project Constellation, integration with Google Wave, and social networking investments highlight some movement towards disruptive technologies.  SAP must rapidly productize innovations from the SAP Imagineering team, worldwide SAP Labs, Alaska AK, SAP COIL, and its consulting partners.   SAP needs to tap into its ecosystem and bring out innovation.

  • Service and support: "C+". Customers continue to self-support and question SAP's value.  As more customers consider third party maintenance, SAP will have to fight harder to demonstrate value.  On the positive front, SAP's Value Academy shows promise in helping customers optimize their SAP investments.  Initial discussions with Chakib Bhoudary, SAP's Chief Value Officer, Kaufen gleevec, indicate the deep level of experience and data provided.  Customers will want to see how to access these services with minimal investment or redirected maintenance investment.

  • Customer satisfaction: "C+". Conversations with over 400 customers in 2009 highlight severe disappointment with their SAP relationship.  Sales reps compensated on net new license sales no longer invest in guiding customers through the SAP offerings.  Customers fail to adopt due to lack of knowledge.  They no longer trust their SAP sales reps nor do they have high confidence in the system integrators to guide them to the most cost effective solution.  SAP sales reps need to understand their products better.  Those customers who are able to make a trip to Walldorf (WDF), find solace that the old SAP still exists with passionate and dedicated engineers.  Customers appreciate the honesty in WDF about what can or can not be accomplished with SAP.  However, this is not a scalable model for SAP.  SAP will need to retrain and reincentivize its sales reps.  Applying social enterprise methods to the great SAP ecosystem may prove to be fruitful in scaling out more personalized approaches.

  • Execution to date: "C-". Order capecitabine from canada, Failures abound in execution in Enterprise Support, NetWeaver adoption, ByD roll-out, Duet usage, and Solution Manager capabilities.  SAP's current state is similar to Microsoft's prior to the launch of Bing and Windows 7.  SAP needs a success story soon to not only raise morale, but also gain customer confidence in its ability to deliver.  Jim Hagemann Snabe's efforts at streamlining and centralizing development provides at least a positive indicator.

  • Partner ecosystem: "A", acheter zometa bon marché. Buy evista, The team has built one of the best technology partner ecosystems in the market.  The emphasis on community outreach, influencer participation, and investment in a partner's success continues to be a differentiator.  SAP's ecosystem strategy should be credited with saving SAP during this round of crisis.  A move towards Microsoft technologies such as SharePoint and Silverlight will help in gaining developer traction and adoption.  Fix NetWeaver and the ecosystem will have a tool they can innovate from.

  • Overall reputation: "B". SAP carries significant brand presence in emerging markets and the SME space.  Many companies equate ownership of SAP as a sign of success in their markets.  Yet, existing customers have soured on the brand and continue to wonder when SAP will innovate in their requirements and not be distracted by other pursuits.  In general, SAP still carries considerable brand equity which will buy it time as it reinnovates.


* A=4.0, A-=3.7., Epogen without prescription, B+=3.3, B=3.0, B-=2.7, C+=2.3, C=2.0, C-=1.7, New Mexico NM N.Mex., D+=1.3, D=1.0, D-=0.7, F=0

The Bottom Line  - SAP's Turning The Corner

Credit must be given to SAP for charting a new course.  A shift in the management philosophy and product direction will take years to realize, Capecitabine online kaufen, however, its not too late for change.  SAP must remember its roots and become more German and less American.  The renewed focus must put customer requests and priorities ahead of SAP's bureaucracy.  The emphasis must focus on the relationship.  When that reemerges in how SAP works with customers, partners, influencers, and its own employees, SAP will be back in good graces.  In the meantime, ostaa halvalla cytoxan, it's  time to get to work and deliver.  Oracle's Fusions Apps are coming soon and competitors such as IBM, Microsoft, Epicor, IFS, and SalesForce.com will not relent.

Your POV.

If you get a chance, let us know:


  • Which SAP products do you use?

  • What do you think about the progress with SAP?

  • Are you considering alternatives to SAP?

  • Do you feel SAP is innovating fast, ok, or slow enough?

  • What do you think of SAP's new reinnovation strategy?


Feel free to post your comments here or send me an email at rwang0 at gmail dot com or r at softwareinsider dot org.
Other related links and good resources

SPECIAL: Video clips from the SAP Influencer Summit from SAP

20091211 ZDNet Software & Services Safari - Brian Sommer "SAP Business ByDesign Update: Multi-tenancy, In-Core Memory DB and More"

20091211 MichaelFauscette.com - Michael Fauscette "SAP Coming Out From the Clouds"

20091210 ZDNet Collaboration 2.0 - Oliver Marks "SAP: The clear path forward for the supertanker..."

20091209 ZDNet IT Project Failures - Michael Krigsman "Is on-premise ERP obsolete?"

20091209 ZDNet Social CRM: The Conversation - Paul Greenberg "SAP Business Influencers Summit: A Clear Path Forward?"

20091209 Spend Matters - Jason Busch "SAP Influencer Summit, Dispatch 1: On-Demand Differentiation and Vision"

20091209 Monkchips - James Governor " SAP: Out with the Old, Shrugging off the Tag"

20091209 Merv's Market Strategy For IT Suppliers - Merv Adrian "SAP Promises Acceleration on a "Clear Path" - Will it Be Enough?"

20091209 CIO Reinvented Blog - Prasanth Rai "Interesting Data/Statistics About SAP...(Influencer Summit)"

20091209 DealArchitect - Vinnie Mirchandani "SAP and The Boston Park Plaza"

20091209 Cloud Avenue - Zoli Erdos "Twitter in the Enterprise - Round 56745327"

20091208 ZDNet IT Project Failures - Michael Krigsman "SAP Influencer Summit: First Impressions"


Copyright © 2009 R Wang and Insider Associates, LLC. All rights reserved.

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Published on December 8, 2009 by R "Ray" Wang

Begin Apps Strategy Projects With Bite-Sized Entry Points

Order epogen online cheap, Complexity often plagues today's apps strategies.  With tight budgets, limited resources, and little time, organizations need to find bite-sized entry points. The need to meet ever changing complex business requirements requires a four-step, Georgia GA Ga., Order evista no prescription, basic (A,B, online arimidex, φτηνές φαρμακείο arimidex, C,D) approach:



  1. Align your business requirements with the hierarchy of business needs. Every project and initiative can be placed into one of the five stages.  Use the organizational hierarchy of needs to classify and prioritize the importance of each project.  With a clear sense of how the priorities stack up, zometa pedido en línea, Kjøpe billig gleevec, you can begin crafting your apps strategy around organizational readiness, business process optimization, ordering zometa no rx, Buy evista cheap, technology strategy, and vendor ecosystems.

  2. Base decisions on the identification of 3 major types of business processes, ordering zometa without prescription. Ordering evista online, As organizations begin that process of documenting business processes, they must differentiate among the 3 major types of business processes.  In key flows such as order to cash, kjøpe arimidex online, Købe capecitabine, hire to retire, incident to resolution, Minnesota MN Minn., Nevada NV Nev., procure to pay, etc, köpa gleevec, Kjøpe arimidex, remember to categorize key processes into three buckets: mission critical, commoditized, evista without prescription, φτηνές φαρμακείο iressa, and innovative.

  3. Choose your entry points to business value. It makes no sense to boil the ocean.  Clients often start with departmental and work there way to cross-departmental initiatives.  Advanced customers focus on external entry points such as customers and partners.  Keep in mind processes cross functional fiefdoms but you do have to start somewhere, pharmacy gleevec. Indiana IN Ind., (see Figure 1.)

  4. Define the metrics that matter. Begin with the end in mind.  This Coveyism always rings true in transformational activities.  Metrics should be aligned with your entry points.  Quantify the baseline and determine the effort.  Adjust your ROI targets to align resources with efforts to move the needle.  The goal - drive business value, order epogen online cheap. (see Figure 2.)



Figure 1, cytoxan pill. Cheapest epogen, Choose Your Entry Points To Business Value

[caption id="attachment_3883" align="alignnone" width="600" caption=" (Copyright © 2009 by R Wang and Insider Associates, LLC, acquistare online arimidex. South Carolina SC S.C., All rights reserved.)"] (Copyright © 2009 by R Wang and Insider Associates, LLC, <b>Kaufen evista</b>. All rights reserved.)[/caption]


Figure 2. Define The Metrics That Matter

Order epogen online cheap, [caption id="attachment_3870" align="alignnone" width="601" caption="(Copyright © 2009 by R Wang and Insider Associates, LLC. All rights reserved.)"]Copyright © 2009 by R Wang and Insider Associates, LLC. All rights reserved.)[/caption]




The Bottom Line - Sketch The Big Picture, But Paint By Number

With the pace of adoption much slower than the pace of technology innovation, organizations will have to complete small tactical projects that build out the larger picture.  Apps strategies should include tactical road maps that achieve strategic goals.  Don't hesitate to plan ahead and build in flexibility.  Plans will change, so apps strategies must take an "agile" approach.   Iterate every 6 months as business needs change and new disruptive technologies emerge.  Keep focused on the goal in mind - business value.

Your POV


Have you planned your 2010 strategy?  Which entry points have you prioritized?  How are you defining business value?  Got a scoop or something to share. Please post or send on to r at softwareinsider dot org or rwang0 at gmail dot com and we’ll keep your anonymity.

Copyright © 2009 R Wang and Insider Associates, LLC. All rights reserved.


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