Posts Tagged ‘Featured’

Press Release: SAP User Group Executive Bridgette Chambers Joins Board of Advisors At Constellation Research

Constellation Gains Strong User Advocate

Chicago, Illinois, United States of America – February 15, 2011
08:00 AM (GMT -7:00) Central Time

Constellation Research Inc, a next generation research analyst firm helping clients navigate emerging and disruptive technologies, announced today the addition of Bridgette Chambers to the Board of Advisors. Bridgette currently serves as the CEO of Americas’ SAP Users’ Group (ASUG), a professionally-managed association of 85,000 business and technology professionals in the SAP community.

Constellation Research’s Board of Advisors play a key role in shaping the research agenda and providing advice and guidance to its members. Board members bring significant industry experience, represent the leaders in their field, and serve in 6 to 12 month terms. These esteemed individuals:

  • Guide research direction
  • Advise on business strategy
  • Maintain an outside-in perspective
  • Deliver mentorship from seasoned professionals
  • Garner input from clients and prospects
  • Grow the constellation of experts
  • Identify new talent
  • Maintain and exude the Constellation values in public

Advisory Board members do not have a commercial relationship with Constellation nor are they represented by Constellation. Board members do not have fiduciary responsibility.

Since joining the Americas’ SAP Users’ Group as CEO in June of 2009, Bridgette Chambers has led the transformation of ASUG from a volunteer-run organization into a professionally managed technology association that has become the largest independent SAP user group in the world. In her role as CEO, and also as a member of the ASUG Board of Directors, she works with the Board to direct the long-term strategy and growth of the organization. In addition to overseeing all of ASUG’s daily operations, Chambers has responsibility for creating value-added initiatives and services to help drive return on investment for ASUG’s 85,000 individual members who represent 2500 companies across 17 industries.

Prior to joining ASUG, Chambers was CEO at Voile Enterprises, a leading management consultancy, where she increased both revenues and profitability and successfully guided the organization through acquisition. Before that, Chambers served as vice president of Enterprise Business Solutions at Comsys, where she had global responsibility for the company’s Enterprise Resource Planning, Business Intelligence, and Analytics solution divisions.

Chambers received her Bachelors of Science from the University of Houston, her MBA from Texas A&M University, and developed her leadership skills while serving proudly in the United States Army Reserves and the Texas Army National Guard. She lives in Chicago, where ASUG is headquartered.

“I’m looking forward to reinforcing Constellation Research’s end-user point of view. In the analysis business, few companies have had so many experienced and credible individuals dedicated to end-user advocacy”, noted Bridgette Chambers

“Bridgette’s devotion to excellence, leadership skills, and support of the end user will play a major role in guiding and mentoring our team. We are fortunate to have such a talented executive and strong buy-side voice join our Board. ”, said R “Ray” Wang, Principal Analyst and CEO.

COORDINATES

Twitter: @BChambers
ASUG 
Website:
http://www.asug.com/ASUG/PressRoom/MediaKit.aspx; www.asugnews.com
LinkedIn:
http://www.linkedin.com/in/bridgettechambers
Geo: Chicago, Illinois, USA

About Constellation Research, Inc.
Constellation Research is a leading research analyst and advisory firm guiding organizations and their leaders through the hype and buzz of the latest disruptive technologies. Constellation takes a holistic approach touching board members, and marketing, technology, operations, human resource, and finance executives.

The firm’s analysts deliver pragmatic, creative, and disruptive research focused on business value, profitability, and market differentiation. Research analysts bring real world experience, independence, and objectivity to our clients. Most analysts bring over 2 decades of hands-on experience in working with senior leaders in enterprise organizations.

Constellation serves the needs of buyers and end users who seek insight, guidance, and advice in dealing with a dizzying array of disruptive business models and technologies. The firm provides the bridge between legacy optimization and future innovation. Constellation also advises sellers from both the buyer’s point of view and how to deliver value to their customers.

Constellation builds partnerships with its clients. The client and their organization’s success is Constellation’s only mission.

Press Contacts:

Contact the Media and Influencers relations team at press@ConstellationRG.com for interviews with analysts.

Sales Contacts:

For more information on how to engage with Constellation Research, Inc. contact:

David Stanley, Vice President of Business Development and Sales
Email: David@ConstellationRG.com
Office: 719.357.7826
Twitter: @kiwigate

Kieran Barr, Senior Director of Business Development and Sales
Email: Kieran@ConstellationRG.com
Office: 206.409.5009
Twitter: @kierobar

Monday’s Musings: Thoughts On How Indian Infotech Companies Can Lead Instead Of Follow

Disruptive Technologies Remain Top Of Mind Among Business Technology Leaders

It’s always a privilege and a pleasure to reach out to clients and prospects around the world.  For those tracking my location, I’ve been in London, San Francisco, and Mumbai over the past 9 days.  The conversations have ranged from social business and enterprise 2.0 tools while speaking at the Tibco tibbr launch; to CRM and social CRM strategies while keynoting at the Microsoft Dynamics CRM 2011 San Francisco launch event.  Despite the range of topics, a few themes keep emerging among buyers:

  • Can you help me figure out what’s hype and what’s real among the disruptive technologies?
  • What technologies will support my new business models?
  • How do I pay for all this “stuff” if I want to go forward?

The good news – pent up demand signals new interest to spend among business technology leaders.  In fact, I’ve spoken with at least a dozen companies investing more into <gasp>… ERP!  The bad news – technology is moving so fast that many organizations can’t keep up with what’s new.  Most organizations can barely keep the lights on.   On my way to Mumbai, the conversations among buyers shared similar themes with one exception – the rise of India in global tech.

Conversations On The Way To Nasscom Focus On India And Its Role In The Global Tech Economy

Now, as many of you know, the trip to India takes almost 24 hours from San Francisco.  By the tenth hour, you and your fellow passengers have watched every movie you can see, poorly slept, eaten 2 meals, and more than happy to strike an intellectual conversation.  For me, trips to India, Brazil, China, and the UAE always provide good data points on disruptive and emerging technology adoption in fast growing economies.   This trip proved no differently.  Surrounded by techies, from the IT and bio tech world, we dove into heated discussions ranging from India’s place in the global tech economy; to inspiring innovation in Indian companies; to China vs India; to the future of outsourcing.

All in all, these conversations reflected the top of mind items in the tech community and mirrored many of the Nasscom agenda items.   Among the NRI’s, a lot of attention discussed the rebalancing of power from the United States to India and China in the tech community.  Among us outsiders, we expressed a respect and recognition for how much India has accomplished.  In fact, most infotech firms have made a shift from provider to catalyst (see Figure 1).  A few market leaders such as Infosys, HCL, TCS, and Wipro remained within striking distance of achieving advisor status in some industries.  Western firms such as Accenture, IBM, and Deloitte seek to move from advisor to innovator status.

Figure 1. Software Insider Stages Of Service Firm Maturity

More…

Press Release: Oracle User Advocate Debra Lilley Joins Constellation Research’s Board of Advisors

Belfast, Northern Ireland, UK – February 7, 2011
8:30 AM (GMT 0:00) Greenwich Time

Constellation Research Inc, a next generation research analyst firm helping clients navigate emerging and disruptive technologies, announced today the addition of end user advocate Debra Lilley to the Board of Advisors.

Constellation Research’s Board of Advisors play a key role in shaping the research agenda and providing advice and guidance to its members.  Board members bring significant industry experience, represent the leaders in their field, and serve in 6 to 12 month terms.  These esteemed individuals:

  • Guide research direction
  • Advise on business strategy
  • Maintain an outside-in perspective
  • Deliver mentorship from seasoned professionals
  • Garner input from clients and prospects
  • Grow the constellation of experts
  • Identify new talent
  • Maintain and exude the Constellation values in public

Board members do not have a commercial relationship with Constellation nor are they represented by Constellation.  Board members do not have fiduciary responsibility.

More…

Best Practices: Applying Social Business Challenges To Social Business Maturity Models

Early Adopters Cross Through Five Phases Of Social Business Maturity

Interviews with over 100 early adopters of social business (i.e. social crm, E2.0, social media marketing, etc.) reveal 5 phases of social business maturity (see Figure 1):

  1. Discovery. A few individuals begin the process of discovering new tools.  Individuals identify consumer tech innovations that impact enterprise business processes.
  2. Experimentation. Small teams experiment with new tools.  They fail fast on experiments, learn, and move on.
  3. Evangelization. Small department leaders seek repeatable processes and begin test pilots of technology.  Momentum begins to build for projects.
  4. Formalization. Successful evangelization leads to enterprise wide acceptance.  Processes become repeatable and predictable
  5. Realization. With a successful project at hand, the enterprise seeks to expand the usage to ecosystem stakeholders.  Suppliers, partners, and customers are brought into the fold.

Figure 1. Software Insider’s 5 Phase Social Business Maturity Model


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Trends: 5 Engagement Factors For Gamification And The Enterprise

Gamification Will Drive Future Enterprise Software User Experiences

The Gamification Summit kicks off in San Francisco today.  Gamification represents another consumer tech innovation entering the enterprise.  Game-like mechanisms can improve engagement and participation in the enterprise for all stakeholders (i.e. employees, customers, partners, and suppliers).  A few key areas with immediate potential for enterprises considering gamification include:

  • Training
  • Collaboration and knowledge sharing
  • Customer loyalty programs
  • Ad network optimization
  • Virtual goods and currencies.

More…

Monday’s Musings: Why I’m Unplugging From Location Based Services Until The Privacy Issue Is Resolved

Convergence Of Smart Phone Affordability And Broad Network Access Drives Growth In Location Based Services

I’ve been a big fan of location based services (LBS).  In fact, many of you have followed my whereabouts on Yelp, Tripit, and other integrated Twitter services.  As many of you know, location based services take your geographical position from your mobile device and deliver relevant information services based on your relationship to people, objects, places, etc.  In the 2010 Pew Research Pew Research Center’s Internet & American Life Project, surveys showed, 4% of Americans utilized Location Based Services (LBS) (see Figure 1).

Figure 1. Layar’s Augmented Reality location based service (LBS).

Layar - Augmented Reality and Location Based Services

Constellation Research, Inc. estimates these services to grow and generate up to $10.7B in revenue by 2013.  Among the early adopter set, LBS is on fire.  Among the general population, growth will most likely trend with smartphone adoption, which market research firm IDC estimates a 55% growth from 2009 to 2010 (~270 million units).  You do the math!

As one of those early adopters, I and many others have enjoyed LBS from a consumer tech point of view to:

  • Navigate around places.  Use turn by turn navigation and traffic maps through services such as Google Navigation and Yahoo! Maps.
  • Identify events to attend. See where my friends are by date and location to make time to catch up using Loopt, Rummble, and Tripit.
  • Locate friends near me.  Catch up with people near me using Foursquare and Gowalla as a matter of convenience.  In some cases, track people by mobile device location.
  • Reduce traffic fines. Warn and be warned where speed traps, sobriety check points, and cameras through crowdsourcing apps such as Trapster and Phantom Alert
  • Find places to eat.  Follow foodie friends to see where they check in on Yelp.
  • Receive offers from merchants. Get rewarded for checking in to locations with discounts from merchants.  Take advantage of M-commerce (mobile).

More…

Research Summary: Software Insider’s Top 25 Posts For 2010

Themes In 2010 Reflected The Buy Side Demand For Both Optimization and Innovation

Technology buyers in 2010 focused most of their priorities on finding cost savings through legacy optimization, navigating a flurry of disruptive technologies, and designing/experimenting with new business model innovations.  Consequently, the top 25 posts for 2010 reflected these 3 major themes:

Legacy Optimization

Disruptive Technology

Business Innovation

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Research Report: 2011 Cloud Computing Predictions For Vendors And Solution Providers

This blog was jointly posted by @Chirag_Mehta (Independent Blogger On Cloud Computing) and @rwang0 (Principal Analyst and CEO, Constellation Research, Inc.)

Part 1 was featured on Forbes: 2011 Cloud Computing Predictions For CIO’s And Business Technology Leaders

As Cloud Leaders Widen The Gap, Legacy Vendors Attempt A Fast Follow
Cloud computing leaders have innovated with rapid development cycles, true elasticity, pay as you go pricing models, try before buy marketing, and growing developer ecosystems.  Once dismissed as a minor blip and nuisance to the legacy incumbents, those vendors who scoffed cloud leaders now must quickly catch up across each of the four layers of cloud computing (i.e. consumption, creation, orchestration, and infrastructure) or face peril in both revenues and mindshare (see Figure 1).  2010 saw an about face from most vendors dipping their toe into the inevitable.    As vendors lay on the full marketing push behind cloud in 2011, customers can expect that:

Figure 1. The Four Layers Of Cloud Computing

General Trends

  • Leading cloud incumbents will diversify into adjacencies. The incumbents, mainly through acquisitions, will diversify into adjacencies as part of an effort to expand their cloud portfolio. This will result into blurry boundaries between the cloud, storage virtualization, data centers, and network virtualization.  Cloud vendors will seek tighter partnerships across the 4 layers of cloud computing as a benefit to customers.  One side benefit – partnerships serve as a pre-cursor to mergers and as a defensive position against legacy on-premises mega vendors playing catch up.
  • Cloud vendors will focus on the global cloud. The cloud vendors who initially started with the North America and followed the European market, will now likely to expand in Asia and Latin America.  Some regions such as Brazil, Poland, China, Japan, and India will spawn regional cloud providers. The result – accelerated cloud adoption in those countries, who resisted to use a non-local cloud provider.  Cloud will prove to be popular in countries where software piracy has proven to be an issue.
  • Legacy vendors without true Cloud architectures will continue to cloud wash with marketing FUD. Vendors who lack the key elements of cloud computing will continue to confuse the market with co-opted messages on private cloud, multi-instance, virtualization, and point to point integration until they have acquired or built the optimal cloud technologies.  Expect more old wine (and vinegar, not balsamic but the real sour kind, in some cases) in new bottles: The legacy vendors will re-define what cloud means based on what they can package based on their existing efforts without re-thinking the end-to-end architecture and product portfolio from grounds-up.
  • Tech vendors will make the shift to Information Brokers. SaaS and Cloud deployments provide companies with hidden value and software companies with new revenues streams.  Data will become more valuable than the software code. Three future profit pools willl include benchmarking, trending, and prediction.  The market impact – new service based sub-categories such as data-as-service and analysis-as-a-service will drive information brokering and future BPO models.

SaaS (Consumption Layer)

  • Everyone will take the SaaS offensive. Every hardware and system integrator seeking higher profit margins will join the Cloud party for the higher margins.  Software is the key to future revenue growth and a cloud offense ensures the highest degree of success and lowest risk factors.  Hardware vendors will continue to acquire key integration, storage, and management assets.  System integrators will begin by betting on a few platforms, eventually realizing they need to own their own stack or face a replay of the past stack wars.
  • On-premise enterprise ISVs will push for a private cloud. The on-premise enterprise ISVs are struggling to keep up with the on-premise license revenue and are not yet ready to move to SaaS because of margin cannibalization fears,lack of   scalable platforms, and a dirth of experience to run a SaaS business from a sales and operation perspectives. These on-premise enterprise software vendors will make a final push for an on-premise cloud that would mimic the behavior of a private cloud. Unfortunately, this will essentially be a packaging exercise to sell more on-premise software.  This flavor of cloud will promise the cloud benefits delivered to a customer’s door such as pre-configured settings, improved lifecycle, and black-box appliance. These are not cloud applications but will be sold and marketed as such.
  • Money and margin will come from verticalized cloud apps. Last mile solutions continue to be a key area of focus.  Those providers with business process expertise gain new channels to monetize vertical knowledge.  Expect an explosion of vertical apps by end of 2011.  More importantly, as the buying power shifts away from the IT towards the lines of businesses, highly verticalized solutions solving specific niche problems will have the greatest opportunities for market success.
  • Many legacy vendors might not make the transition to cloud and will be left behind. Few vendors, especially the legacy public ones, lack the financial where with all and investor stomachs to weather declining profit margins and lower average sales prices.  In addition, most vendors will not have the credibility to to shift and migrate existing users to newer platforms.  Legacy customers will most likely not migrate to new SaaS offerings due to lack of parity in functionality and inability to migrate existing customizations.
  • Social cloud emerges as a key component platform. The mature SaaS vendors that have optimized their “cloud before the cloud” platform, will likely add the social domain on top of their existing solutions to leverage the existing customer base and network effects.  Expect to see some shake-out in the social CRM category. A few existing SCRM vendors will deliver more and more solutions from the cloud and will further invest into their platforms to make it scalable, multi-tenant, and economically viable.  Vendors can expect to see some more VC investment, a possible IPO, and consolidation across all the sales channels.

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Best Practices: Five Simple Rules For Social Business

Early Adopters And Pioneers Have Benefited From Social

Across executive board rooms and even in living rooms, social business is all the rage.  In 2010, social crm (SCRM) and Enterprise 2.0 (E20) rose into mainstream conversation.  Despite the mindshare and awareness, a majority of business leaders have yet to begin these initiatives.  The good news – those organizational leaders who have adopted disruptive technologies in social, have already realized the benefits.  Those benefits include:

  • Faster product time to market and customer adoption
  • Reduced marketing spend and increased marketing engagement
  • Reduced incident to resolution times that lead to greater customer retention
  • Greater market influence and brand awareness
  • Improved collaboration across departments and improved knowledge bases
  • Growth in the top line and savings in the bottom line

SCRM and E2.0 Evolve Into An Uber Category Of Social Business In 2011

Fast followers have noticed the business benefits and have begun planning for social business initiatives in 2011.  Innovative management teams can expect social businesses to bring together the many concepts of social media, social analytics, social media monitoring, social marketing, SCRM, E20, community platforms, and Vendor Relationship Management (VRM).  Leaders seeking to understand social business can succeed by following these five simple rules for social business (see Figure 1.):

Figure 1. Five Simple Rules For Social Business

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Research Report: How The Five Pillars Of Consumer Tech Influence Enterprise Innovation

Most Enterprise Software Vendors Fail To Deliver Innovation

Despite hundreds of billions wasted on failed research and development projects, most market influencers would agree that enterprise software vendors have produced a dearth of innovation over the past decade.  Vendors often cite UI re-skins, major functionality additions, integration of acquisitions, technology re-platforms, and weak attempts at faking cloud computing as innovations.  In fact, let’s call it what it is.  Only a handful of enterprise software vendors have truly innovated.   Many enterprise software vendors are fast followers.  Most are innovation laggards living off fat maintenance revenue streams.  Ask any product strategist where they gain their inspiration and they will all cite advancements in consumer technology; and not peer enterprise competitors.

Innovative Enterprises Push Forward Mostly On Their Own

During this year’s Information Week 500 event, conversations with over 50 leading business technology leaders highlighted the growing gap in innovation.  These next gen leaders demonstrated how they were turning to consumer tech advancements to influence their custom development efforts; and/or seeking emerging vendors with innovative offerings.

For example, Bill Martin, the CIO of Royal Caribbean showed how design thinking coupled with real-time analytics and on-board mobility could improve the cruise experience on the largest ship ever built.  Shawn Kleim, Director of Development at WetSeal, provided proof points on mobility and social convergence in driving retail sales and eCommerce in the highly competitive teen apparel market.  Dave Bent, Senior VP of eBusiness services and CIO of United Stationers, proved how a company could deliver cloud services to partners and create competitive advantage across a value chain.

A number of CIO’s showcased how they were taking advantage of the cloud with SaaS apps and private clouds. Others discussed their efforts to optimize costs using third party maintenance to pay for innovation.  The common lessons learned – most did not expect to gain market advantage from their existing and legacy vendors.  Innovations came from the consumer tech side and next generation solution providers.  Consumer tech advancements influenced business driven technology advancements.

Software And Tech Vendors Rush To Incorporate The Five Pillars Of Consumer Tech

Ten elements drive key design points for next generation apps.  These design points showcase how advancements in consumer tech now permeate the enterprise.  Design thinking concepts drive dynamic user experiences, business process focus, and community connectedness.  Based on existing research, deep dives into major vendor road maps, and validation with clients, five pillars of consumer tech have emerged as the foundation for future inspiration in the enterprise (see Figure 1):

Figure 1.  Five Pillars Of Consumer Tech Will Influence Enterprise Software Throughout The Next Decade

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Event Report: Oracle Open World 2010 – The Wrap Up

Oracle Continues To Demonstrate Benefits From An Effective M&A Strategy

A quick poll of 61 attendees at Oracle Open World 2010, revealed that 57.4% (35/61) of Oracle customers were positive, 29.2% (19/61) were neutral, and 10.8% (7/61) were negative about Oracle’s application strategy to date.  A continued stream of product enhancements and releases may be one cause for the positive sentiment.  Delivery of Fusion Apps by Q1 2011 may also have lifted any previous negative sentiment from last year’s poll.  Additional feature and product release highlights from Oracle Open World 2010 include:

  • CRM On Demand Release 18 gains integrated sales and marketing. The latest release focuses on features that bridge marketing processes to sales. For example, key data integration tools for customer data improve the quality of common profiles for both customers and prospects. Campaign automation tools allow marketers to launch 1:1 marketing and lights-out campaigns across multi-channel and multi-stage campaigns using visual business process flows (see Figure 1). Analytics take advantage of the Hyperion multi-dimensional warehouse to integrate business intelligence between sales and marketing. Response management capabilities create personalized landing pages, web forms, and microsites.   Meanwhile, Partner Relationship Management (PRM) enhancements include improved deal registration and capabilities to capture partner enablement. The improved Insurance Edition adds a Producer Success Model and expands the broker demographic profiles. Adaptive planning streamlines business planning and delivers trend analysis across multiple time periods for simulation and comparison.

    POV:
    The new release plugs a significant hole in covering prospecting to lead management to closed revenue business processes. However, buyers comparing best of breed marketing automation solutions such as Eloqua, Market2Lead, Marketo, Silvepop/Vtrenz, and Unica will find that major functionality gaps still exists. Despite the gap, those customers seeking an On Demand integrated sales and marketing suite will find that Release 18 sets the stage for a level of integration often lacking in best of breed suites and Salesforce.com.  Business benefits include a unified revenue pipeline that will improve close rates and reduces sales and marketing costs. More importantly, those customers on Release 18 gain an easier migration path to the Fusion CRM applications arriving in January 2011. Customers seeking Social CRM features will have to wait for future releases or go to competitor products.

  • JD Edwards Enterprise One customers gain key adapter to Supply Chain and Order Management Analytics. With Oracle BI Applications Release 7.9.6.2, Enterprise One customers can integrate to Oracle’s Supply Chain and Order Management Analytics.  Key features include the ability to assess inventory levels, predict backlogs, identify potential product fulfillment needs, improve accounts receivable (A/R) and daily sales outstanding (DSO) issues.

    POV:
    Improved insight into order and inventory data will allow organizations to improve inventory management, order fulfillment, and reduce collection times.  This new adapter continues Oracle’s strategy to embed Oracle Business Intelligence Apps into the core JD Edwards product.  Financial analytics have already been delivered.  Buyers can expect Manufacturing Analytics, Procurement and Spend Analytics, and Projects Analytics to arrive in future releases.  In general, customers will find the analytical capabilities a significant improvement over existing JD Edwards offerings.
  • Apps Unlimited announcements show continued investment in R&D. PeopleSoft customers gain a visual company directory through PeopleSoft Enterprise Company Directory 9.1 and an upgraded PeopleSoft PeopleTools 8.51 with a new PeopleSoft Test Framework that provides contextual menus and menu inclusion of user search results.  Primavera P6 Enterprise Project Portfolio Management 8 release delivers full web enablement, OBIEE integration, and a new governance platform.  Oracle BI Applications Release 7.9.6.2 adds full localization and translation to 28 supported languages, integration with Informatica PowerCenter 8.6.1 HF11 for ET and support for IBM DB2 9.1, 9.5 and 9.7; Microsoft SQL Server 2000, 2005 and 2008; and Teradata v12 and 13.

    POV:
    Despite the big shift in R&D resources towards the Fusion Apps teams, Oracle keeps up its promise to deliver customer requested features.  Larry’s strategy appears to provide a greater synergy and return on R&D investments when compared to other competitors.  However, customers must continue to hold Oracle accountable to investments in the short-term and long-term Apps Unlimited product road maps.  In fact, objective analysis on Oracle’s R&D investments by many influencers including Martijn Linssen show Oracle with the least relative investment in R&D when compared to competitors such as IBM and SAP.  Oracle could be the most efficient, but over the long haul, Oracle will have to invest more or explain why the organization is more efficient.  At the end of the day, customers want to know how much of their maintenance dollars go back to their product.

Event Report: Oracle Open World 2010 – Beyond The Day 1 Hype

(Photo: Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.)

Oracle Day 1 Focused On Showcasing Both Software And Hardware Prowess

The Day 1 keynote kick-off from Oracle’s CEO, Larry Ellison, touched on the wide spectrum of Oracle’s broad software and hardware portfolio.  Despite an over-emphasis on hardware and appliances, Oracle also pre-announced the launch of Fusion Applications.  A closer analysis of the announcements show:

  • Fusion Apps unveiled and announced for GA in Q1 2011. Joking about the length of time its taken since the halfway to fusion event on January 19, 2006, Larry Ellison finally announced the availability of Fusion Apps.  The seven products include Financial Management, Procurement and Sourcing, Human Capital Management (HCM), Customer Relationship Management (CRM), Supply Chain Management (SCM), Governance Risk and Compliance (GRC), and Project and Portfolio Management (PPM).  Oracle’s engineering team built 20,000 objects, 10,000 business processes, and 100 modules from scratch (see Figure 1).  Fusion Applications meet 8 of the 10 criteria for next generation social enterprise applications. Oracle intends to target the best of breed SaaS products such as Concur, Salesforce.com, Success Factors, Taleo, and Workday.  At this point, no pricing information has been provided but Oracle has promised like to like upgrade parity for existing customers.

    Point of View (POV):
    Fusion Apps highlight a new level of design.  The apps infuse Web 2.0 paradigms with enterprise class sensibilities.  Role based screens present relevant tasks, alerts, and analytics.  Adoption will depend on the customer’s existing landscape.  Oracle customers generally fall into 3 categories: Die Hard Red Stack Believers, Best of Breed Customers By Accident, and Net New Greenfield.  Expect Net New Greenfields to consider the full Fusion App suites as they compare existing Apps Unlimited products and SAP.  Best of Breed Customers By Accident will most likely be drawn to the 100 modules to be delivered on demand and on premises.  Die Hard Red Stackers most likely have upgraded to the latest Fusion Middleware and will consider product replacements and module adoption.  Fusion Apps remains fairly horizontal and those customers with rich and stable vertical capabilities will most likely hold off for future releases.  Customers should keep an eye on the middleware pricing associated with Fusion Apps.

Figure 1.  Scenes From Oracle Open World And Screen Shots Of Fusion Apps

(Photo: Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.)