Posts Tagged ‘Chief People Officer’

Trends: [VIDEO] The Digital Business Disruption Ahead Preview – NASSCOM India Leadership Forum (#NASSCOM_ILF)

A 10-Minute Preview Video Interview Of The Digital Business Disruption Ahead From The #NASSCOM_ILF Team

On January 17th, 2014, the NASSCOM team interviewed Constellation Research about the digital disruption ahead.  The short 10 minute video covers key topics including:

  • Convergence of the five pillars of digital business drive the current digital disruption. The end of social, mobile, analytics, cloud, and UC (i.e. SMAC) as you know it.
  • The new ecosystems of digital business bring new opportunities. From GE’s industrial internet to mass personalization at scale, to augmented humanity, Constellation sees a new future beyond the traditional software ecosystems.
  • Everyone vs Amazon is becoming a reality. Insights on why everyone is competing with Amazon not only in retail, but also in the cloud, physical distribution, and media.
  • Mergers and acquisitions in software signal a maturing industry category. Large enterprise software companies no longer innovate fast enough and have to purchase startups for IP and growth.
  • Mobile first and cloud first drive key success factors. Constellation sees the need to move to mobile first in order to innovate and move at the speed of digital business change.
  • Service providers must focus on a higher stack. IT services firms traditionally deliver operations, maintenance, and transfer.  However the value add and higher margins are in design and build.
  • Preview of the Constellation Futurist Framework. Using a PESTEL model, Constellation provides a sneak peak in some of the big 2014 futurist trends.

VIDEO: The Digital Business Disruption Previw

Source: NASSCOM

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The Bottom Line: The Shift To Digital Business Disruption Will Forever Transform The Service Provider Landscape

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Tuesday’s Tip: Understand The Five Generation Of Digital Workers And Customers

Age Is Not The Deciding Factor In Five Generations Of Workers

When discussing the future of work, most folks immediately jump to the discussion of millennials, generation Y, generation X, baby boomers, post war, etc.  However, the shift to digital business finds a different type of five generations.  This segmentation describes how digitally proficient people are with digital technologies and culture. Constellation sees five generations (see Figure 1):

  1. Digital natives – people who grew up with the internet, comfortable in engaging in all digital channels.
  2. Digital immigrants - people who have crossed the chasm to the digital world, forced into engagement in digital channels.
  3. Digital voyeurs – people who recognize the shift to digital, observing from an arms length distance.
  4. Digital holdouts – people who resist the shift to digital, ignoring the impact.
  5. Digital disengaged – people who give up on digital, obsessed with erasing digital exhaust.

Figure 1. Five Generations Of Workers With Different Expectations And Values

Source: R Wang, Insider Associates, LLC. All Rights Reserved.

The Bottom Line: Build Journey Maps For The Five Generations Of Digital Workers

Where you work, when you work, how you work, what you work on, and why you work have been disrupted in this digital world.  These five generations of workers have different people centric values that More…

Event Report: Metaio’s #InsideAR Conference Hails The Future Of An Always On, Always Augmented Reality

Digital Business Arrives In The Always On Always Augmented World


On October 10th and 11th, 2013, over 800 attendees from more than 45 countries arrived at the Munich Olympic Park to share their passion and excitement about the latest augmented reality (AR) developments (see Figure 1).  Hosted by augmented reality pioneer Metaio, Inside AR 2013, has emerged as one of the world’s largest conferences dedicated to the business of AR.  The conference touched on key areas such as:

  • Wearable computing
  • Hardware advances
  • Applications and development
  • Global adoption
  • Future of digital business and AR
  • AR use cases from engineering to sales
  • Consumer AR
  • Future of print and packaging in AR
  • Public sector use cases

Figure 1. Full Flickr Stream Of InsideAR Including Demo Videos


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Source: Copyright © 2001 – 2013 R Wang and Insider Associates, LLC All rights reserved.

Augmented Reality Brings Contextual Experiences To Life

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Event Report: Seven Trends From This Year’s Human Resources Technology Conference 2013 (#HRTechConf)

2013 Marks A Change Of Guard In The HR Technology Conference

Over 8,000 attendees gathered for the industry’s biggest and baddest event around human resources technology and the future of work at the Mandalay Bay Hotel in Las Vegas.  This year marked a few key milestones:

  • Legendary HR icon, Bill Kutik steps down from the conference chair role but will still be very active
  • Steve Boese takes over as the new HR Tech conference chair
  • HR Tech category pioneer Naomi Bloom announced her transition to a new business model
  • A record 303 vendors versus 257 from last year
  • 20% increase in buyers at the event
  • HR tonight show with co-hosts Bill Kutik and Naomi Bloom was a hit with Leighanne Levensaler, Brian Sommer, Patricia Milligan, and John Sumser.
The Buying Cycle Is Back!
From the level of attendees, quality of questions in the booth, conversation in the hall, and the number of prospect conversations about technology selection, it’s obvious the conversation has turned from kicking the tires to can we buy by Q4.  Some observations and trends from speaking with hundreds of attendees at the event:

Event Report: Day 1 At Oracle Open World 2013: The Quest For Innovation #oow13

Past Oracle Open Worlds Have Disappointed Customers and Partners

Let’s be frank.  The past five years at Oracle Open World have disappointed even the faithful.   The over emphasis on hardware marketing and revisionist history on cloud adoption bored audiences.  The $1M paid advertorial keynotes had people walking out on the presenters 15 minutes into the speech.  Larry Ellison’s insistence on re-educating the crowd on his points subsumed the announcements on Fusion apps.   Even the cab drivers found the audience tired, the show even more tiring.

Oracle went from hot innovative must attend event to has been while most industry watchers, analysts, and media identified shows such as Box’s BoxWorks, Salesforce.com’s DreamForce, and Exact Target’s Connections as the innovation conferences in the enterprise.  These events such as Constellation’s Connected Enterprise, capture not only the spirit of innovation but also provide customers a vision to work towards.  Hence, most believe Open World could use much needed rejuvenation and a shot of innovation juju (see Figure 1.)

Figure 1. Oracle Open World Lights Up San Francisco From September 22nd to September 27th

“Next Slide Please”: Oracle Enters A Period Of Reinvention At #OOW13

Walking through the event on Saturday (Day 0) and today (Day 1), one will notice a slight change in the spirit of the event. While half the base is die hard Oracle Red Stack customers (i.e. those who grew up from database to middleware to apps), the good news is the other half of the Oracle customers who came in through acquisition (i.e. or some say by accident) are present in larger numbers.  These customers by acquisition sought best of breed, took more risks, and fought in some cases not to be on the Oracle Red Stack.

For Oracle to win the innovation battle, the company must win over the mind share of the Oracle customers by acquisition.  In fact, these customers represent the early adopters representing market leaders and fast followers while the core Oracle Red Stack is more cautious adopters and laggards (see Figure 2).  Market leaders and fast followers have key components required for successful building blocks of corporate IT and often have line of business leaders that push the envelope.  Oracle must tap into that spirit in order to move its base forward towards innovation.

Figure 2. Organizational DNA Determines Pace And Appetite For Disruptive Tech Adoption

Open World 2013 Attempts To Change The Tenor Of Oracle’s Outward Conversation

In the spirit of innovation, attendees can expect six distinct mega themes to emerge from this uber event catering to 60,000 physical attendees and potentially 100,000 online.

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Monday’s Musings: NSA PRISM Scandal Hurts US Cloud Companies And Hastens The Return Of On-Premises Software

Non-US Based Organizations And Even Some US Organizations Will Not Tolerate Snooping In A Post PRISM World

Since the Edward Snowden PRISM revelations, Constellation has received a steady stream of inquiries on cloud strategy.   In fact, nervousness runs high among many non-US based companies using services from US based cloud companies across the cloud stack.  In early August 2013, the Information Technology & Innovation Foundation put out its report “How Much Will PRISM Cost the U.S. Cloud Computing Industry” Assuming that 20% of current clients switch to a non US based provider,  the report estimates a loss of $22 to 35B by 2016.

Constellation agrees.  All signs point to an anti-US stance until the security issues is addressed.  The odds on the US government moving fast on this issue are as good as Major League Baseball players or Tour de France Cyclists honoring a performance enhancement drug use ban.  In fact, Constellation is aware of at least 50+ contracts that have been put on hold or cancelled in the past 30 days.  With the EU’s Nellie Kroes already sounding the alarm bells in a way she only can, cloud buyers have taken notice.

The Bottom Line: Clients Should Consider Alternatives To Pure Cloud Models And Encryption Technology

Interesting enough, fifteen years into the cloud revolution, talk has rekindled about building on-premises software in light of this scandal. Unfortunately, the last major on-premises software company to receive funding squandered it all in 2005 and retooled to the cloud. Furthermore, a few entrepreneurs are looking at VC funding to take some key systems back on-premises.

However customers do not have time to wait for new software to arrive in the on-premises deployment option.  In the meantime, a few near term strategies have emerged:

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Research Summary And Speaker Notes: The Identity Manifesto – Why Identity Is At The Heart of Digital Business

Forward And Commentary

Constellation Research keynoted at Ping Identity’s Cloud Identity Summit 2013 in July.  Gathered in front of the Identerati,  an Identity Manifesto was presented.  The research behind that manifesto has been summarized here in this summary.  The final big idea research report will offer insight into four of Constellation’s primary research themes, the Next-Generation Customer Experience, The Future of Work,  Matrix Commerce, and the Consumerization of IT and the new C-Suite.

A. Introduction

Identity often means many things to many people for good reasons. Traditional definitions of identity for the identity and access management professional have revolved around standards for authentication, access, authorization, and management.

B. Research Findings – Identity Expands Beyond Enterprise Despite Stuck in Massive Standards Hell

While standards such as SAML, Open ID, OAuth 2.0 address the technical side, the rise of consumer and enterprise social networks has spawned a consumer identity that reflects a digital ubiquity of the individual. Facebook, Google, and Twitter now dominate most social logins. Users expect their identity to be transportable from personal to work environments.

However, a limitation exists between personal and work worlds. In fact, the facets of one’s identity remain isolated and separated by not only our digital and analog presence, but also by our inability to deliver context across our worlds. Why? The lack of context separates our personal life from our work life and creates artificial barriers by role, relationship, and a host of other factors.

The reality – identity plays a multi-faceted role for each individual. The business implications of identity after authentication, authorization, access, and availability touch on commerce, work lives, personal lives, and engagement with each other. Without a more comprehensive view of identity, organization and individuals will continue to undermine the strategic role of identity in the context of business. Identity is a unifying factor in the current transformation to a digital world.

The Identity Manifesto Relates Identity To Work, Life, And Society

Identity plays a central role in the future of business and is a unifying point. The seven points in the identity manifesto set the stage on the future of identity (see Figure 1).

Figure 1. Seven Point in The Future of Identity – The Identity Manifesto


The Bottom Line: Herald The Reputation Economy – Identity All Comes Down To Trust and Transparency

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Event Report: Customers Very Happy At Ultimate Connections 2013 (#ulticonnect)

Partnership Announcements Enhance Ultimate Software’s Offerings


Amidst a crowd of 1500 customers, partners, and attendees, Ultimate Software held their annual gathering from March 12th to March 15th, 2013 in Las Vegas.  Geared towards the medium sized to enterprise markets, Ultimate Software has steadily taken market share from ADP for payroll and expanded out into operational and strategic human capital management (HCM) capabilities.  New mobile access, generation 4 cloud architecture, and timeline features for employee’s highlight Ultimate’s growing ambitions and customer requirements.

At the event, Ultimate announced two strategic partnerships that bode well for customers and prospects facing an increasing level of customer complexity and growing need for global capabilities:

  • Celergo partnership adds global payroll capabilities to internationalization efforts. Celergo’s founder and CEO, Michele Honomichl, and Adam Rogers announced on stage global payroll services support for 110 countries and the ability to process payroll in over 150 countries.  In addition, Ultimate’s Spring and Fall 2013 release of the flagship UltiPro includes support for 28 country specific localizations such as Australia, Brazil, China, France, Italy, Japan, Korea, Spain, and Thailand.  Other key features include, global compensation management, localized compliance for data and employee privacy rules, and additional language translations.

    Point of View (POV):
    Ultimate’s customers operate in 144 countries.  As organizations follow the growth overseas, the global payroll connector and Celergo partnership gives mid market and enterprise customers a competitive option as they expand their presence abroad and usage of UltiPro.  These proactive steps to address global capabilities now, provide a key differentiation among potential competitors and places Ultimate Software in a potential position of international expansion.
  • Informatica partnership paves the way for future cloud partnerships.  At the conference, Informatica announced a self-service solution for HCM data connections.  Built on top of UltiPro Carrier Network (UCN), customers have access to over 100 packaged connectors to benefits carriers and third party solutions.

    (POV):
    Customers and prospects do not want to worry about integration of their employee records or people management solutions with medical, dental, vision, and other benefits providers.  In the long term, customers seek worry free integration platforms to third party applications, cloud ecosystems, and mobile ecosystems.  The partnership with Informatica solves the needs of complex integration scenarios and Ultimate customers do not pay for the integration tool.  However, customers who are looking for a lower cost integration solution for non-UCN endpoints may want to consider more cost-effective offerings for more point to point integration scenarios.

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Tuesday’s Tip: It’s Time To Consolidate Social Business Platforms

Greater Adoption In Social Business Signifies A Move To Consolidate Platforms

Constellation’s buy-side clients tend to fit in the market leader or fast follower categories when it comes to organizational personas of disruptive technology adoption.  Since 2010, respondents have progressed through the DEEPR framework and the latest results from 2012 indicate that most survey respondents have moved to Level 3 (see Figure 1).  Changes between 2010 and 2012 show the following top three priority shifts as users move from Level 2 (Experimentation) to Level 3 (Evangelization):

  • The top challenge among respondents is choosing the right platform (63.8%) among the many inside an organization.
  • Over half (56.8%) of the respondents have incorporated social into business models.
  • Respondents fostering internal collaboration (53.5%) now must worry about adoption challenges.

Figure 1. Respondents Shift to Level 3 in DEEPR Framework for Social Business Adoption

The Bottom Line.  Its Time To Scale The Technology While Pushing Ahead On Innovation

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Tuesday’s Tip: Focus On The Business Outcomes, Not Technology With Big Data

The Why Behind Big Data Starts By Asking What’s The Business Outcome

So organizations have lots of data.  New techniques have emerged to correlate big data.  Enamored by the potential of big data, leaders are now reinvesting in technologies to find hidden nuggets of insights with the business goals of:

  • Mitigating regulatory risks
  • Identifying operational efficiencies
  • Improving revenue growth
  • Creating market differentiation
  • Expanding the brand presence

These big data use cases often follow the business hierarchy of needs, which are based on concepts pioneered by Maslow (see Figure 1).  More importantly, a key question in big data has been to ask the right question.

Figure 1. The Business Hierarchy of Needs Drives Many Big Data Use Cases

An Information Flow Approach Moves The Discussion From Data To Decisions

Unfortunately, the problem is most organizations start by talking about outcomes and then get mired in the technologies to achieve these outcomes.  Big data technologies include advanced business analytics, application of existing technologies such as data warehousing and business intelligence.  In many cases, application of decision automation, semantic technology and collaborative tools are also needed. Yet, from Data to Decisions requires the integration of quite a few disciplines.

Data to decisions is about taking data sources, transforming them into useful information, gathering key insights, and then making the right decisions (see Figure 2).  Data sources, information, and orchestration belong in the realm of IT and hopefully will be delivered via the cloud.  Insight, decisions, and actions are line of business driven areas which deliver the most value add:

  • Data sources. Expect a mix of structured, semi-structured, and lots of unstructured.
  • Information and orchestration. The mix of information types include physical, virtual, machine, and contextual.
  • Insight. Information translated to insight considers performance, deduction, inference, and prediction.
  • Decisions and actions. The outcomes are driven from next best action, prevention, suggestion, and even no action.

Figure 2. The Flow From Data To Decisions

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Market Maker 1:1: Steve Miranda, Oracle Fusion Applications Update – The Inside Story

The Inside Story On Oracle Fusion Apps At The End of 2012


Constellation sat down with Steve Miranda, Oracle’s Executive Vice President of Oracle Applications Product Development to discuss the state of Oracle Fusion Apps in a no-holds barred honest conversation about what’s working, what’s not, and what to look forward to in 2013.

R “Ray” Wang (RW): Steve Miranda is Executive Vice President of Oracle Applications Product Development. He is responsible for leading all aspects of product strategy, product development, and product delivery for Oracle’s applications and related cloud services. This includes Oracle Fusion Applications and Oracle’s newest products for customer service and support, commerce, and talent management.

Mr. Miranda joined Oracle in 1992 and has held a variety of leadership positions within the development organization. In 2007 he was asked to lead the engineering of Oracle’s next-generation suite of software applications, Oracle Fusion Applications. Under Mr. Miranda’s leadership, Oracle has continually delivered on its promise to help its applications customers innovate and remain competitive while leveraging their existing IT investments and increasing the value of those investments with new Oracle products and services.

Prior to Oracle, Mr. Miranda worked at GE Aerospace. He holds degrees in mathematics and computational sciences from Stanford University.

 

CATCHING UP ON ORACLE FUSION APPLICATIONS TRACTION

(RW): As 2012 is coming to an end it is a good time to reflect on how Oracle Fusion Applications has been doing this year. It would seem that Oracle’s been quite quiet about Oracle Fusion Applications throughout the year. Is the product selling? What’s the state of the Oracle Fusion Applications product lines?

Steve Miranda(SM): Oracle Fusion Applications is doing very well. We’re actively selling the product. In fact, we already have over 400 customers on Oracle Fusion Applications. We’re doing better than Salesforce.com when they started. Keep in mind, we have a rich customer base looking for innovation.

RW: When you say “Oracle Fusion Applications is selling well”, is that the whole suite or components of Oracle Fusion Applications?

SM: We are actively selling the product. More than 400 customers are on Oracle Fusion Applications, that’s any part of Oracle Fusion Applications, not including RightNow, Taleo, Oracle Business Analytics, or Oracle Fusion Middleware. Two thirds of the customers have chosen to deploy in a SaaS model. Then the second largest deployment model but far below are on-premise and the rest are hosted in our managed services.

RW: Does “managed services” means they own their own license, right?

SM: That’s correct. What’s powerful about these deployments patterns is that customers are accessing innovation faster than before. We are at over 100 live customers and are averaging one go-live a day right now.

RW: I understand that Oracle deployed Oracle Fusion Applications internally? How was that experience in “drinking your own champagne”?

SM: Ray, that’s correct. We did drink our own champagne and we are now using Oracle Fusion CRM internally instead of Siebel.. We have a global single instance for the business. When we deployed, we started out with 2 instances to show case a co-existence approach and an end-to-end Oracle Fusion Applications approach. As of June 1, 2012, Oracle Fusion CRM was up around the world. All the territories, forecasting, quotas, sales force automation, and contacts are in Oracle Fusion CRM globally.

RW: Is it one instance now?

SM: Yes. We also went live w/ Oracle Fusion Financials Accounting Hub on the back end. We replaced Hyperion and Oracle E-Business Suite GL and also went live June 1, 2012. We’ve already done several month-end closes and we also have Oracle Fusion Talent Performance Management up live. Employees and managers are now doing goal setting and appraisals.

RW: To be honest with you Steve, we aren’t seeing Oracle much in head to head competitive new deals. We don’t see big press releases about new wins. Where are the customers? Who’s buying what and why?

SM: Well, first of all, many of our existing customers are coming to us about Oracle Fusion Applications. Second of all, and you may not believe this, we’re not focused on publicity, but rather we want to ensure customer success.. Each go-live is very important to us. In our first set of go-lives, we have 10,000 customers who want to talk to the first 10 go lives. We also don’t want to overwhelm our initial customers.

Let me give you some details and examples so you understand the breadth and depth of what the Fusion Apps base looks like and so there’s no confusion. Here’s a selected slice:

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Monday’s Musings: The New Engagement Platform Drives The Shift From Transactions

Convergence In The Five Forces Of Consumerization Of Technology Drives The Next Big Thing

Social has given us the tools to connect.  Mobile has given us the ability to interact any time and anywhere.  Cloud delivers access points to us with a rich array of content and information.  Big data provides us with the context and information to make decisions.  Unified communications and video transform how we share ideas.  This convergence of the five forces of consumerization drives the next shifts in technology.  The move from transaction to engagement and from engagement to experience is happening now.  The era of transactional apps rapidly makes way for the era of engagement.

If Business Value And Outcomes Are The Goal, Then We Need An Engagement Platform For The Enterprise

The arrival of engagement platforms does not signify time to throw out the transactional systems. In fact, those systems provide the foundation required for engagement.  The engagement layer exposes transactions and allow for deeper interaction and richer sources of information.  However, the transactional systems lack the ability to support engagement.

In fact, organizations around the world struggle with building the right engagement strategy for their customers and employees.  While crafting the right strategy should be designed prior to any technology selection, once completed, the technology to support the strategy does not exist out of the box from ANY solution provider.  Unfortunately, the technologies to achieve engagement remain disparate and hodge podge.   Many solution providers seek to achieve the engagement layer from different heritages:

  • Pure play social solutions morph to engagement apps.  Vendors such as Broadvision, Jive, Moxie, Lithium, Tibco, and Yammer have delivered many elements of the engagement layer.  These horizontal offerings provide an opportunity to assimilate disparate offerings across multiple processes and roles.  The challenge is finding the tools that support consistent integration at the process, meta data, and data layer.  Gamification vendors such as Badgeville, Bunchball, BigDoor, Crowdtwist, and Gigya play a key role in delivering outcomes and influencing behavior through engagement.  Platforms such as Atlasian, Box, GoodData, and Tidemark open the door to a new era of engagement apps.
  • Legacy transactional systems in transition to engagement. Major ERP and CRM vendors seek to address engagement with “social” and “mobile” features.  While many of the vendors have the components for engagement, the struggle will be to embed a sense and respond design point into both the interaction layer and process flows.  Salesforce embraces the social enterprise and uses Chatter as its entry point in creating engagement.  SAP attempts this with its CubeTree/SuccessFactors acquisition in Project Robus.  Oracle attacks this problem through a customer experience suite.  Microsoft acquired Yammer to create this layer inside Office and its Business Solutions portfolio. IBM embraces social business with a series of acquisitions and product enhancements to its IBM Connections product.  More importantly, IBM has built and acquired a portfolio of software solutions that sit on top of the legacy transactional systems, delivering high value and high impact.
  • Consumer offerings could enter the enterprise. With consumerization of IT increasing, platforms such as Facebook, LinkedIn, Pinterest, and Twitter provide a rich engagement platform that could be adopted in the enterprise.  Meanwhile, solutions providers such as Adobe blend consumer with enterprise as they provide the tools for engagement on the web and in mobile.  The challenge is dealing with societal norms between work and personal information.  The challenge is meeting enterprise class requirements for safety, security, and sustainability.
  • Vertically integrated prosumer platforms already deliver engagement. Google, Amazon, Apple, and Microsoft have the unique capability of delivering an end to end solution from hardware, consumer device, operating system, database, applications, and partner ecosystem.  Engagement platforms form the basis of future business models as consumer and enterprise blend into prosumers.  The challenge is meeting the disparate needs of enterprise and consumer.
  • Marketing and advertising networks provide rich profiles and targeting.  The ad networks are moving fast to shift engagement and offers.  While daily deal sites play one role, companies like Glam Networks also now deliver key components for ad targeting and optimization that compete with Google, Apple, Yahoo, and other media properties.   Marketing automation platforms such as
    Eloqua, Hubspot, InfusionSoft, Marketo, NeoLane, Pardot, and Parature already have may key components.  The challenge is engendering trust among the users or consumers to share more information in exchange for deemed value.

Figure 1. Technologies Will Evolve  From Transactions to P2P

The Engagement Platform Requires Nine Main Technology Components

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