Posts Tagged ‘enterprise class’

Monday’s Musings: The Controversy Surrounding Gartner’s CRM Market Share Analysis

The Gartner Market Share Analysis:CRM Software Report Raises Questions On Accuracy of Market Sizing Reports

The recent Gartner report “Market Share Analysis: Customer Relationship Management Software, Worldwide, 2012” has generated some controversy among the enterprise software set.  The report and other reports such as these, are often used for bragging rights by vendors and for buyers to gauge vendor viability.

This specific report attempts to rank CRM software spending by vendor using total software revenue worldwide.  The good news – the numbers are directionally correct with Salesforce.com claiming the top mantle from SAP this year with $2.525 billion in CRM revenue (see Figure 1). The bad news – many question the accuracy of the actual revenues numbers as listed in the press release, especially for the Microsoft Dynamics CRM business.

As Scott Bekker at Redmond Magazine reported, “Gartner put Microsoft’s CRM revenue at $1.1 billion, up from $900 million in calendar-year 2011.  That’s a sizable bump. As of May 2012, Microsoft was only claiming that all of Dynamics, which includes Microsoft’s established ERP products as well as CRM, amounted to $1 billion in annual revenues.”

Mssr. Bekker makes a polite but astute point.  The 26% bump in CRM revenue is significant.  However, the total revenues are questionable.  In any modest observation, that kind of overall growth in the Microsoft Dynamics unit would have Microsoft CEO, Steve Ballmer, shouting from the tops of Mount Ranier and probably have Kirill Tatarinov next in line to be Microsoft’s CEO.

Figure 1. Gartner’s Recent CRM Software Spending by Vendor, Total Software Revenue Worldwide, 2012 (Millions of Dollars)

Not to violate any copyright laws, despite fair use laws, here’s a link to the full table found in their press release. A recreated table below shows the rankings.

Bottom line it shows Microsoft in 4th place for CRM with over 1.1B in revenue.

Organization 2012 revenues 2012 marketshare (%) 2011 revenues 2011-2012% growth
salesforce.com 2,525.6 14.0 2,004.6 26.0
SAP 2,327.1 12.9 2,325.1 0.1
Oracle 2,015.2 11.1 1,870.0 7.8
Microsoft 1,135.3 6.3 900.9 26.0

The Market Sizing Game For Vendors And Legacy Analyst Firms Flawed With Faulty Methodology

In reality, the market sizing game for enterprise software is both an art with some science.  Having played this role as a vendor in an Analyst Relations capacity in a past life, one knows that executives can not disclose such financial information directly to a research or market sizing firm.  The research analysts must play a guessing game with the software executive and ask 100 questions to zero in on a number.  Unlike hardware, where individual counts are more obvious, software revenue sizing requires analysts to dig deep into financial statements and any conversation where growth rates have been discussed.  Revenues are hidden in bundling, suite sales,  discounting schemes, channel revenue deals, OEM arrangements, and inter-company transfers.  To complicate matters, SaaS revenue calculations can differ from how on-premises revenues are calculated.  Analysts must also determine the truthfulness of vendors who are trying to indirectly guide analysts to the “right” numbers.  In short, this is hard work.

As assumptions are built on previous numbers, one false guess in a previous year, cascades and geometrically inflates or deflates a set of future numbers.  In the case of these CRM numbers, one may speculate that past executives may have provided a higher number than actually generated, resulting in the current alleged inaccuracies.  Another speculation may come from previous and current analysts who may only focus on one area of the business and not have the total picture on the Microsoft Dynamics overall business.  There are many points of inaccuracy that can occur with software revenue market sizing and every legacy analyst and market sizing firm works hard to avoid these situations.  For market analysts, dissecting revenue from vendors such as SAP and Oracle is often difficult as these numbers and break outs are masked with multiple acquisitions and product lines.

To be clear, the SAP and Oracle numbers also seem inflated.   These numbers have been inflated over decades.  Given that these vendors also have many other lines of revenue aside from CRM, it’s hard to gauge the accuracy of their numbers without some digging.  Now one would assume a market sizing firm should be doing this right?

The Microsoft Dynamics CRM Revenues Do Not Meet The General Sniff Test

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Polls and Surveys: Who’s Missing In Our 2013 #BigData landscape?

Big Data Vendors Seek To Move From Data To Decisions

The move from Data to Decisions examines the enablement of data-driven decisions across the entire organization.  Holistic, data-informed decisions require a multi-diciplinary approach that incorporates performance monitoring with traditional business intelligence technologies. Gather key insights from your data, transform insights into actionable information, and then make the right decisions (see Figure 1).

Figure 1. The Shift From Data To Decisions

Source: Constellation Research, Inc. (right click to see the expanded image)

Four Sub Categories Emerge In The Big Data Landscape

Little shortage of solutions and vendors exists in the burgeoning big data  market. At last count, Constellation found 200+ vendors claiming to provide solutions.  As part of our research, we’re looking at big data in 4 sub categories (Figure 2):

  • Data sources. Information providers, structured data, content management, and unstructured data.
  • Information and orchestration. Acquisition tools, BI Appliances and VLDW, No SQL/New SQL, and governance.
  • Insight. Analytics and BI Visualization Tools.
  • Decisions and actions. Decision management, BPM, and CEP.

Figure 2. The Big Data Solutions Landscape

Source: Constellation Research, Inc. (right click to see the expanded image)

Your Help Requested

Between now and May 15th, we’re looking to complete this market overview and mapping. If we’ve missed a vendor or solution you are using, please let us know. In return for your time, we will add you to our Newsletter and include you in our Big Data Research panels (if you are a buyer).  For vendors who think we’ve missed them, we’re more than happy to take a look and see what you have.  Click here to mail feedback

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Disclosure

Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy, stay tuned for the full client list on the Constellation Research website.

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

Copyright © 2001 -2013 R Wang and Insider Associates, LLC All rights reserved.
Contact the Sales team to purchase this report on a a la carte basis or join the Constellation Customer Experience!

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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Event Report: 2013 Capgemini India Analyst & Advisor Day #CGAR2013

Capgemini India Plays A Key Role In The Global Delivery Model

Analyst and advisors gathered on February 12th, 2013 at Capgemini’s India headquarters located near the trendy and upmarket Powai suburbs of Mumbai.  Capgemini India’s CEO, Aruna Jayanthi welcomed guests with a perspective on Capgemini India’s progress.  With more than 40,000 people, the team plans to grow to 70,000 people in 3 years at almost a 20% CAGR year-over-year. Aruna sees the potential for up to 70% of Capgemini’s infrastructure services delivery to come from India.

As part of the non-linear growth plan, Capgemini intends to rely on a shared services model and platform between multiple delivery centres critical for scale and growth.  The good news – Capgemini India expects a reduction in the double digit wage inflation of the past 24 months.  Forecasts call for 5 to 9% for 2013.  Her three focus areas include growth, continued investments, and building end-to-end capability in India.

The analyst and advisor day was hosted in Capgemini’s Accelerated Solutions Environment (ASE).  The ASE combines a patented methodology with a unique, open work environment to deliver large scale facilitated sessions geared at accelerating timelines, gaining alignment and mitigating risks.  ASE’s provide a safe and effective place for collaboration and innovation.

Under this year’s theme of transforming customer experience, sessions touched on nine key areas:

  1. Portfolio transformation. Capgemini India is playing a key role in aligning with the consulting team’s digital transformation efforts.  If successful, the team will gain synergies across consulting, infrastructure, and bpo as part of a broader portfolio transformation.  One example of a focus on IP creation and innovation is Sogetti’s product engineering capabilities delivered in Capgemini India for aerospace and defense. Product Engineering is a priority for Capgemini in 2013.  European service providers Altran, Alten, Safran will have some competition from Capgemini going forward.
  2. Digital utility transformation. With 80% of meters in EU to be converted to smart meters by 2020, Capgemini sees a role in guiding this shift from analog to digital for utilities.  The utilities segment is expected to grow 4% & related software services are expected to grow about 7-8%.  Despite a perceived slow growth in utilities, smart metering is the base for transformation.  Early investment by Capgemini will play a key role in growing out this industry as a shortage of energy production and an upgrade of legacy transmission and energy production technology drive future growth.
  3. All channel experience. Customer centricity is changing as businesses focus on an “All Channel” and “Affordable” value proposition.  The firm focuses in on digerati as a key target for digital transformation. Why? Digerati are 26% more profitable than their peers.  The shift to all channel is a key part of the move to digital transformation and customer experience strategy for clients.
  4. Demand driven supply chain. Demand driven concepts are not new, however, customers seek to improve their ability to deliver on perfect orders.  Organizations also seek to get as close to the consumer as possible.  Capgemini’s work at one client helped a stagnant retail gain achieve 23% increase in customer satisfaction and gain 96 basis points of margin.  Constellation sees this buyer centric shift to matrix commerce as a key trend for 2013.
  5. Tax and welfare. Global governments face a $2.4 trillion USD tax revenue every year.  Consequently, Capgemini’s efforts in tax and welfare focus on the fraud and compliance equation.  The Capgemini’s India team has over 400 employees in their center of excellence complementing 8,000 onsite personnel at clients.  The mission is to improve revenue and increase compliance.  Constellation expects this market to grow as big data technologies improve the ability to manage both structured and unstructured data sources.
  6. Global in house centers. The team shared a success story on the factory franchise approach for testing services at ANZ bank.  The global in house center provided a strong alternative to BOT or captive acquisition.  Capgemini intends to selectively grow this model over the next few years.  Constellation believes this approach is smart but will deliver low volume.
  7. Service integration. Opportunities exist to move operational responsibility for IT provisioning to Capgemini to drive cost savings.  The goal – manage sophisticated IT supplier frameworks.  If successful, service integration will prove to be the PMO account control model of the 2010′s.
  8. Mobile testing. Most organizations face a need for a comprehensive mobile QA strategy.  Building upon Neoload’s Neotys solution offering, Capgemini India opened a mobile testing CoE in Mumbai in December 2012.  The range of mobile testing opportunities has grown as the group seeks to expand from 250 to 1000 FTEs globally.  Constellation sees this as a bold move to jump into an emerging and growing market.
  9. Big data and analytics. As one of the earlier CoE’s, business information management (BIM) was launched in September 2010 as Customer BIM Experience showcase or (CUBE).  With the advent and hype of big data, the BIM team is now playing a key role in using BIM to improve customer experience.  Constellation sees the future with BIM and the support of big data business models.

Figure 1. Cap Gemini’s ASE Uniquely Creates Visual Story Telling Via Graphic Recorders

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

The Bottom Line: Capgemini India Taking Key Steps To Support Nonlinear Growth Opportunities

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News Analysis: SAP Business Suite on HANA

Next Stop On The Road To HANA: SAP Business Suite

In a global announcement in Palo Alto, New York and Frankfurt, SAP’s top executives Dr. Vishal Sikka, Rob Enselin, Jim Haggeman Snabe, and legendary founder and chairman Dr. Hasso Plattner announced availability of SAP’s Business Suite powered by SAP HANA.  SAP has rewritten the Business Suite to work on SAP’s HANA platform and believes that customers will benefit for four reasons:

  • Smarter. The embedding of intelligence at the transactional level opens up new business models and process transformation.  SAP’s customer Derek Dyer, Director of Global SAP Services for Deere and Company, emphasized that SAP ERP powered by SAP HANA has “revolutionized” how products and services are introduced to the market, especially in the MRP world.  They see some transformational innovation as a result to faster MRP runs.

    Point of View (POV):
    Embedded intelligence has been a key failure in today’s existing transactional applications.  Customers have sought access to not only real time reporting, but also prediction.  The goal is to get to smarter decisions at all levels of the organization. Customers will benefit from embedded intelligence.  However, this will require people and technology training of the system to identify the patterns and algorithms required to serve up insight on demand.  This will require intelligence at every vertical and micro vertical business process.  Moreover, right-time requirements for in-context computing will turn out to be the surprise benefit as relevancy becomes more important through time, location, role, relationship, sentiment, and intent.  Relevancy and context provide the smartness that is missing in today’s systems.
  • Faster. SAP Business Suite powered by SAP HANA addresses the need for speed.  The in-memory columnar database reduces the input/output (I/O) time and allows for fast access to information.  The result – faster processing and faster scenario evaluation.  Fast transaction management times lead to faster decision making.

    (POV):
    The analytics and crunching capabilities is what’s driving organizations to seek faster speed.  Speed is the difference between a five day drug recall and a five minute drug recall.  Speed is the difference between a 30 day supply chain plan versus the ability to reroute 2 iPhones to your store in 30 seconds.  The impact is huge for customers if SAP does succeed.  SAP’s not the first to do this as Workday has already done this for HR and Finance.  However, for the entire SAP suite and given SAP’s market share, this is a big deal as this reduces the need for separate business intelligence systems.  The performance difference will create a huge competitive advantage for those who adopt versus those who do not.
  • Simpler. SAP Business Suite on HANA delivers consumer grade user experiences.  The goal is to embed live insight into business processes to drive immediate action.  Today, people expect consumer-grade user experiences and the power to translate their live insight into immediate action. Enzo Bertolini, CIO, Ferrero Group expects to improve the trade promotions and supply chain planning process through both better simulation and mobile access.

    (POV):
    SAP Business Suite on HANA provides SAP an opportunity to rethink how information is created, consumed, and shared.  The push to a design thinking focus within SAP has led to significant improvement of the user experience throughout their portfolio of products.  SAP Business Suite on HANA will be an opportunity to show case this new user experience.
  • Open. SAP plans to support database technology and vendor choice for its customers.  Many database partners have committed to work with SAP support in-memory optimizations and provide the necessary support to ensure that customers will succeed.  SAP is providing rapid deployment solutions, trained implementation consultants, and a comprehensive set of services to help clients make the migration to SAP HANA.

    (POV):
    SAP has the opportunity to drive down database costs and improve performance.  While the pricing model will be based on the percentage of application value, SAP must find a way to drive down overall costs if it is serious about improving adoption.  This licensing requirement must be addressed as it will emerge as the most significant barrier to adoption.

SAP Faces A Challenge of Adoption Not Because of Technology, But Because of Customer Vision

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Monday’s Musings: Trends In The Top Software Insider Posts of 2012 (#softwareinsider)

Thank You For Your Support

SoftwareInsider.org generated almost 10 million page views in 2012 (see Figure 1).  This does not include syndication through Constellation Research, Forbes (discontinued in 2012), Enterprise Irregulars, Computerworld UK, and other great media partners.

Figure 1.  Software Insider Achieved 9.8M Page Views for 2012

Classic Posts Address The Key Fundamentals In The Disruptive Technology Shift

Four posts have made the all time favorite list and address the 5 consumer technology forces that influence enterprise software.

  1. Monday’s Musings: How The Five Consumer Tech Macro Pillars Influence Enterprise Software Innovation
  2. Research Report: The 18 Use Cases of Social CRM and The New Rules of Relationship Management
  3. Tuesday’s Tip: Understanding the Many Flavors of Cloud Computing
  4. Best Practices: Five Simple Rules for Social Business

2012 Top 40 Reflects A Broader Shift To Business Outcomes And Technology Adoption

Analyst Relations and the World of Influence - The top blog post of 2013 discussed the future of the industry analyst versus legacy analyst firms.

Consumerization of Technology and The New C-Suite – The impact of technology on the C-suite has never been greater.  As business strategy relies more on technology, CMOs, CFOs, and other line of business heads can expect to work more closely with the CIOs and CTOs.

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Monday’s Musings: Understand The Four Organizational Personas Of Disruptive Tech Adoption

Pace of Innovation Exceeds Ability To Consume

Rapid innovation, flexible deployment options, and easy consumption models create favorable conditions for the proliferation of disruptive technology.  In fact, convergence in the five pillars of enterprise disruption (i.e. social, mobile, cloud, big data, and unified communications), has led to new innovations and opportunities to apply disruptive technologies to new business models.  New business models abound at the intersection of cloud and big data, social and mobile, social and unified communications, and cloud and mobile.

Unfortunately, most organizations are awash with discovering, evaluating, and consuming disruptive technologies.  Despite IT budgets going down from 3 to 5% year over year, technology spending is up 18 to 20%.  Why?  Amidst constrained budgets, resources, and time limits, executives are willing to invest in disruptive technology to improve business outcomes.  Consequently, successful adoption is the key challenge in consuming this torrent of innovation.  This rapid pace of change and inability to consume innovation detract organizations from the realization of business value.

Organizations Fall Into Four Personas Of  Disruptive Technology Adoption

A common truism in the industry is “Culture trumps technology”.  As organizations apply methodologies such as Constellation’s DEEPR Framework in improving adoption, leaders must first determine which of the four personas best fits their organization’s appetite for consuming and innovating with disruptive technologies.

The personas of disruptive technology adoption assess organizational culture in two key axes (see Figure 1).  The first is how incremental or transformational an organization looks at applying disruptive technology to business models.  The second assesses how proactive or reactive an organization is in carrying out new initiatives.  Based on these dimensions, the four personas include:

  1. Market leaders. Market leaders prefer to drive transformational innovation.  They look at technologies as enablers in disrupting business models.  They see competitive differentiation in delivering outcomes to customers. Market leaders accept failure as part of the innovation process.  They fail fast and move on.
  2. Fast followers. Fast followers prefer to react to the success of market leaders and their experiments.  When they sense success, they tend to jump in.  Fast followers do not like to fail and rapidly apply lessons learned from market leaders into their road maps.  Fast followers tend to deliver scale in the markets as a counter balance to arriving later in the market.
  3. Cautious adopters. Cautious adopters proactively deliver incremental innovation.  They tend to take a more measured approach and spend more time studying how they can improve an existing success than creating a transformational change.  Cautious adopters often come from regulated industries where security and safety are paramount objectives.
  4. Laggards. Laggards tend to procrastinate on applying innovations to their business models.  They prefer not be bothered by trends and will only react when the trends have moved beyond mainstream.  They see value in waiting as prices will drop over time as success rates increase over time.  Laggards enjoy waiting.

During the interviews and discussions with the 2012 Constellation SuperNova award participants, key questions emerged in the decision process on whether to adopt or pass on a disruptive technologies.  These questions aligned well with the four personas of disruptive technology adoption.

Figure 1.  Organizations Should Understand Which Persona Of Disruptive Tech Adoption Describes Them Best

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Event Report: Preview 2 – The Exclusive Market Maker 1:1 Keynote Interviews At Constellation’s Connected Enterprise 2012 (#CCE2012)

Think TED Meets Enterprise For The C-Suite – Constellation’s Connected Enterprise.

Constellation’s flagship event, Connected Enterprise 2012, starts November 9th to 11th, 2012.  This intimate innovation summit in Dana Point, CA (www.stregismb.com) is designed for senior business leaders who are attempting or successfully using disruptive technologies such as social business, cloud computing, mobile enterprise, big data and analytics, gamification, and unified communications/video to drive business value and transform business models.

Over 200 participants will enjoy this experiential 3-day, 2-night executive retreat that includes mind expanding keynotes from visionaries and futurists, interactive best practices panels, deep 1:1 20 minute interviews w/ market makers, rapid fire high energy new technology demos, The Constellation SuperNova Awards event, a golf outing, and an experiential companion program.

Join Us For Exclusive Market Maker 1:1 Keynote Interviews From The Industry’s Most Sought After Visionaires
Our theme for 2012 and 2013 centers on the “Art of the Possible”.  As part of the programming,  we have 4 exclusive keynote 1:1′s with market makers from Box, Microsoft, SAP, and Yammer.  I will have the privilege and honor of interviewing these market makers in a fast-paced but deep 20 minute format covering a wide range of issues including future vision, perspectives on enterprise innovation, and personal anecdotes.  These exclusive Market Maker 1:1 Keynote Interviews will be live streamed.  Here are the 2012 distinguished Market Maker 1:1 Keynotes:

Mike Ehrenberg, Microsoft Technical Fellow and Chief Software Architect for Microsoft Dynamics (November 9th at 4:15 pm PST)

Mike Ehrenberg is a Microsoft Technical Fellow, and chief technology officer (CTO) for Microsoft Business Solutions. He leads the work on long-term product strategy and on driving relationships between Microsoft Dynamics and the technology teams across Microsoft.

Ehrenberg joined Microsoft in 2003, after 25 years of business application development across banking and brokerage transaction systems, enterprise resource planning (ERP) for process manufacturing, and supplier relationship management (SRM) solutions. At Olivetti, he led the development of one of the first commercial banking systems for Windows. As CTO at Marcam, Ehrenberg drove the development of the first ERP product for Windows NT, deeply architected for the Microsoft platform. At Frictionless Commerce, he led development of one of the first complete SRM solutions deployable by design either on-premises or in the cloud.

Ehrenberg, his family and golden retriever Lucy live in Seattle and love spending time cycling, skiing, watching and playing soccer and cheering on the Boston Red Sox.

 

Dr. Vishal Sikka, Chief Technology Officer, SAP AG (November 10th at 9:25 am PST)

Dr. Vishal Sikka is member of the Executive Board of SAP AG and the Global Managing Board, heading technology and innovation for the company. Sikka has responsibility for technology and platform products, including database and technology especially the industry break-through in-memory database – SAP HANA, as well as analytics, mobile, application platform and middleware. He drives emerging technologies and advanced development for the SAP next-generation technology platform, applications and tools. He also oversees key technology partnerships, customer co-innovation, and incubation of emerging businesses. He has global responsibility for the SAP Research organization, academic and government relations.

In addition, Sikka has been chief technology officer (CTO) of SAP since 2007, responsible for the overall technology, architecture and product standards across the entire SAP product portfolio. Sikka is the author of “Timeless Software,” which underpins the SAP architecture and innovation strategy.

Sikka holds a doctorate in computer science from Stanford University in California, and his experience includes research in artificial intelligence, programming models and automatic programming, and information management and integration – at Stanford, at Xerox Palo Alto Labs, and as founder of two startup companies.

Adam Pisoni, Co-Founder, CTO, and Board Member of Yammer, Inc. (November 10th a 10:40 to 11:00 am PST)

Adam oversees engineering and software development at Yammer as Chief Technology Officer. He is considered a pioneer of the Enterprise Social Network (ESN) category and a visionary in organizational design and transformation.  Adam has played a pivotal role in
shaping Yammer’s iterative and data-driven design approach to product development, which is optimized for rapid innovation, usability and end user adoption. His leadership has helped Yammer achieve remarkable growth and global recognition for its rapidly-evolving
cloud service.

Adam has dedicated his career to building Internet companies. Prior to Yammer, he worked at Geni – a genealogy website, where the idea for Yammer was originally conceived. Before Geni, Adam worked at Shopzilla, and helped lead the company to its eventual sale to Scripps Networks.
Adam also co-founded and served as CTO of CNation, a web development consultancy with clients such as CBS MarketWatch, BizRate.com, Fox Interactive, Nissan of Japan and Honda. Cnation’s work for Honda earned them the 1997 Clio award for interactive design.

Aaron Levie, Co Founder and CEO

Aaron Levie is the CEO and co-founder of Box, which he originally created as a college business project with the goal of helping people easily access their information from any location. Box was launched from Aaron’s dorm room in 2005 with the help of CFO Dylan Smith. He is the visionary behind Box’s product and platform strategy, which is focused on incorporating the best of traditional content management with the most effective elements of social business software. He has spoken about content and collaboration tools at events such as Fortune Brainstorm Tech, Web 2.0, Dreamforce, Accenture Global Summit, South by Southwest, and Svase.

Aaron studied business at the Marshall School of Business at the University of Southern California before taking a leave of absence.

Come Join Us At CCE2012

Register for the event

Check out the full schedule:

Disclosure

Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy, stay tuned for the full client list on the Constellation Research website.

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

Copyright © 2001 – 2012 R Wang and Insider Associates, LLC All rights reserved.
Contact the Sales team to purchase this report on a a la carte basis or join the Constellation Customer Experience!

Event Report: IFS World Conference 2012 – Innovations Abound Beyond ERP (#IFSWoCo2012)

Key Themes Include Mobility, User Experience, and Innovation

Over 1100 IFS customers convened October 15th to 17th, 2012 in Gothenburg Sweden for the IFS World Conference.  The conference brought together the world of projects, service and asset, manufacturing, and supply chain.  The conference highlighted the:


  • Massive move to mobile. IFS continued their push into their mobile apps portfolio with seven touch apps.  Martin Gunnarsson director of research and development, discussed how the mobile solution addresses three personas: casual, professional, and transactional. IFS Time Tracker addresses project time and attendance reporting, confirmation, etc.  IFS Trip Tracker simplifies travel expense reporting.  IFS Sales Companion helps sales professionals manage their accounts, tasks and opportunities. IFS Quick Reports provide the ability to create and view ad-hoc reports on a mobile device.  IFS Quick Facts enables fast keyword search of any object in IFS Applications.  IFS Flight Log allows the management of platform operational data in the aerospace and defense industry.  IFS Support Companion delivers interaction with IFS support centers.

    Point of view (POV):
    The move to mobile continues the user experience emphasis of IFS.  These new Touch Apps address specific work processes and allow for quick to complete tasks.  By calling on services running inside IFS Cloud, users gain direct access without having to talk to the ERP back end.  IFS should be lauded for support of the three key mobile apps ecosystems: Google Play Store, Apple App Store and Windows Marketplace.  pushing out to public apps stores provides customers with an easy and frictionless experience.  Customers and prospects can expect more touch apps to address areas in CRM, HR, reporting, search, and projects in 2013.
  • Launch customers on IFS Applications 8. Customers on hand at the conference provided upfront honesty of the migration to IFS Applications 8Early adopters, Remmele Engineering, Portsmouth Aviation, VBG Group, Bright Point, and Teracom shared insights on their move to IFS Applications 8.  Some customers moved from IFS 2003, others from IFS 7.5.  Right now 40% of the customer base has made the move to 7.5 or 8.  IFS has 34000 users are live or implementing and expect 25 customers by year end to be live on IFS applications 8.

    (POV):
    The different release paths, industries, and use cases reinforced the marketing messages that the move to IFS Applications 8 was worth the trouble.  Customers cite the user experience, business intelligence, and the move to mobility as the key reasons for the shift.  Regulatory compliance and new industry specific features also played a significant role. More…