Posts Tagged ‘IBM’

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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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: 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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Research Summary: Best Practices – Three Simple Software Maintenance Strategies That Can Save You Millions

Forward And Commentary

Software ownership costs continue to escalate as vendors accelerate their efforts to capture support and maintenance revenues. Some vendors have gone to the extreme to eliminate third-party options for their customers. This best practices report examines three strategies to free up unnecessary costs to fund innovation and new projects.

A. Introduction

On average, IT budgets are down from 1-5 percent year-over-year, yet software support and maintenance costs continue to escalate ahead of inflation. Hence, continued pressure on IT budgets and a growing need for innovation projects have top business and technology leaders reexamining their software support and maintenance contracts for cost efficiencies.

Based on experience from over 1500 software contract negotiations, Constellation suggests three approaches to reduce the cost of software support and maintenance. Key strategies include third-party maintenance, shelfware reductions and unbundling maintenance contracts as part of every organization’s tech optimization strategy. Successful implementation can lead to savings from 10-25 percent of the IT budget, freeing up cash to fund innovation initiatives.

B. Research FindingsWhy Every Organization Should Consider Third-Party Maintenance, Shelfware Reductions and Unbundling Maintenance Contracts

Most organizations suffocate from the high and hidden cost of support and maintenance. On average, Constellation’s surveys reveal global IT budgets trending down from 1-5 percent year-over-year since 2008. Consumerization of IT, rapidly changing business models, and aging infrastructure have exposed the high cost of software support and maintenance. Because most organizations allocate from 60-85 percent of their budget to keeping the lights on, very little of the budget is left to spend on new projects (see Figure 1).

Organizations can unlock millions by considering third-party maintenance (3PM), reducing shelfware, and keeping support and maintenance contracts unbundled. Each strategy on its own creates opportunities to drive cost savings. All three strategies combined, provide a roadmap for funding innovation.

  1. Third-party maintenance (3PM) delivers the most immediate cost savings and opportunity for innovation. Third-party maintenance describes support and maintenance offerings delivered by non-OEM providers. These vendors can provide a range of options from basic break/fix to bug fixes, performance optimization, tax and regulatory updates, and customization support. Keep in mind, 3PM does not provide access to upgrades and future versions of the OEM’s product. One big driver is the lower cost of delivery, as much as half the cost of the original vendor’s pricing.  The report shows a survey of 268 respondents and why organizations choose 3PM and who the key vendors are.
  2. Reduction of shelfware remains a key pillar in legacy optimization strategies.  Shelfware (i.e. purchased software, not deployed, but incurring annual maintenance fees) is one of the biggest drains on operational expenses for enterprises. The simple definition of shelfware is software you buy and don’t use. For example, an organization that buys 1000 licenses of Vendor X’s latest ERP software and uses 905 licenses, becomes the proud owner of 95 licenses not being utilized. That’s 95 licenses of shelfware because the user will pay support and maintenance on the license whether or not they use the software or not.  The report details 4 successful and proven approaches.
  3. Unbundling maintenance contracts prevents future vendor mischief. About a decade back, vendors would offer support and maintenance as two separate line items on their contracts. Support would run about 5-10 percent of the license fee and so would maintenance. Keep in mind, average support and maintenance fees were under 15 percent back then. Unfortunately, many users have expressed a growing and concerning trend with support and maintenance contracts. Vendors concerns about support and maintenance contract retentions have led to new initiatives to consolidate contracts. At first glance, this may appear to be proactive and beneficial to customers, but the report details three rationales vendors provide and three strategies how to avoid bundling.

Figure 1. Visualizing the High Costs of Support And Maintenance

(Right-click to see full image)

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Press Release: Social Business and Enterprise Collaboration Software Veteran Alan Lepofsky Joins Constellation Research, Inc.

Toronto, Ontario, Canada – October 3rd, 2011
11:21 am (GMT – 5:00) Eastern Time

Constellation Research Inc, a next generation research analyst and advisory firm helping clients achieve business value from emerging and disruptive technologies, announced today that Alan Lepofsky has joined as a Vice-President & Principal Analyst.  With close to 20 years of experience in enterprise collaboration software, Alan is an expert in how social software can be used to improve the core business processes that organizations rely on.

“There is a transformation going on in the way employees connect to their peers, share information and engage with their customers. I’m excited to help companies make educated decisions as they evaluate and ultimately deploy social software. I want to make sure they choose the vendor that provides the best overall fit, instead of just looking at a check list of features.” – Alan Lepofsky

Prior to joining Constellation, Alan spent 3 years as Director of Marketing at Socialtext and before that, 14 years in a variety of roles at IBM/Lotus. He’s an active blogger and speaker in the Enterprise 2.0/Social Business community, where he shares his thoughts on the business benefits of open communication and collaboration.  Alan graduated from the University of Toronto with a B.A.Sc. in Engineering. His major was Mechanical Engineering with a minor in Business and Entrepreneurship.

Key elements of Alan’s research coverage will include:

  • Evaluating the enterprise social software landscape
  • Augmenting and integrating business process with social software
  • Tracking the changes in modern software interfaces including activity streams, visual data representation, mobile access, etc.
  • Exploring how enterprise software can adapt patterns from popular entertainment platforms such as videos games, television and movies
  • Revealing the impact of new collaboration tools
  • Researching the intersections of personal and group productivity
  • Documenting and sharing best practices in social business

In addition to the above coverage areas, Alan will be building a social business community on social business within Constellation Research and helping the firm adapt leading practices.

“With so many social media pundits pontificating about fluffy theoretical concepts, our clients expect us to deliver visionary and pragmatic points of view. Alan brings both the industry and enterprise credibility required to delight customers and serve as a strategic advisor to innovators in the social business space.  I’m personally looking forward to the impact he’ll bring internally as we adopt leading practices”, said R “Ray” Wang, Principal Analyst and CEO.

Please join us in welcoming Alan Lepofsky to the Constellation Research Family and newly expanded Toronto office!

COORDINATES

Twitter: @alanlepo
Linked In: http://ca.linkedin.com/in/alanlepo
Geographical Location: Toronto, Ontario, Canada
Google+: http://www.gplus.to/alanlepo
Email
: alepofsky (at) ConstellationRG (dot) com.

 

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 in achieving business value for board members, marketing, technology, operations, human resource, and finance executives.

The firm’s analysts deliver pragmatic, creative, and impactful 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 provide 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.

Insight. Inspiration. Impact.

*Constellation Research, Constellation SuperNova Awards and the Constellation Research logo are trademarks of Constellation Research, Inc. All other products and services listed herein are trademarks of their respective companies.

Press Contacts:

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

Sales Contacts:

Contact our sales team.

Kieran Barr

Email: Kieran (at) ConstellationRG (dot) com
Office:
+1.206.409.5009
Twitter: @
kierobar

David Stanley
Email:David (at) ConstellationRG (dot) com .
Office: +1.719.357.7826
Twitter: @kiwigate

Press Release: Alexandre Mesquita To Lead Constellation Research’s Entry Into Spain, Portugal, and Latin America

Monta Vista, California – September 12, 2011
10:21 AM (GMT -8:00) Pacific Standard Time

Constellation Research Inc, an emerging and disruptive technologies research and advisory firm, announced that Alexandre Mesquita has joined as a Vice President of Sales for Spain, Portugal and Latin America.  Mesquita brings over 15 years of experience in sales, consulting, and marketing.  Specifically, he has proven experience in selling independent research and end user advisory services in this region to support strategic business decisions at US$1B+ organizations.

Mesquita will engage with both buy side and sell side clients. His responsibilities will include:

  • Managing business development and sales efforts in Spain, Portugal and Latin America
  • Establishing partnerships between companies and Constellation’s expert knowledge base
  • Helping organizations accomplish their business objectives around Mobile, Software, BI, SCM, ERP, PBS, CRM, Collaboration, Analytics, UC, Gov 2.0 and Social.

Prior to his current role, Mesquita was a Sr. Consultant at Saleforce.com, where he supported the direct sales team at organizations with more than 1,000 employees in Latin America.  Before that, he was a Regional Director for this region at Forrester Research, where he built a team of Country Managers (Brazil, Argentina, Colombia and Mexico) and Associates, managed marketing actions, the P&L and finally, worked with the vertical and horizontal research teams to incorporate the local knowledge.

“I’m looking forward to working with one of the most renown and experienced collection of disruptive technology analysts.  Building out Constellation’s presence in the Spain, Portugal, and Latin American markets won’t be easy but I’m up to the challenge.  We’ll be partnering with our buy side clients to craft the right mix of research and services that meet the local requirements.  As a global organization, our goal is to meet the local needs, not dictate an arrogant and specific regional view that many legacy analyst firms often enter the market with.”

Before Forrester, Mesquita was an Alliance Manager at IBM, the same position also held at PwC Consulting, where he managed strategic alliances with Intel, Oracle, Siebel, SAP, HP, Microsoft, and other IT service vendors like Stefanini. Mesquita holds a master’s degree in Organizational Leadership from Nichols College in Massachusetts, and a bachelor’s degree in Computer Science from the University of Brasília in Brazil.

“Alexandre’s ability to bring a cross-cultural point of view will help us find the right mix of disruptive technology research and pragmatic advice for this rapidly growing region.  Mesquita’s legendary ability to craft long-term strategic relationships with buy side clients will help us grow the business and I’m looking forward to his operational expertise to help take us to the next level. ” noted R “Ray” Wang, Principal Analyst and CEO.

As part of the Constellation Customer Experience, Constellation works with clients to collaboratively design Research-as-a-Service solutions and partner on crafting the appropriate advisory solutions.

Please join us in welcoming Alexandre Mesquita to the Constellation Research family!

COORDINATES

Twitter: @amesquit
LinkedIn
: http://www.linkedin.com/in/alexandremesquita
Geo
: Miami, FL, USA
Phone
: +1.786.564.4246
Email:
Alexandre (at) ConstellationRG (dot) com.

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 in achieving business value for board members, marketing, technology, operations, human resource, and finance executives.

The firm’s analysts deliver pragmatic, creative, and impactful 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 provide 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.

For a list of open positions, come visit us.

Monday’s Musings: A Working Vendor Landscape For Social Business

Confusion Persists In The Social Business Market

As with any new disruptive technology, the social business solution landscape faces a dynamic, confusing, and converging market. As vendors seek to grab mind share and market share, customers and prospects remain confused as to what are the right business problems to address with social business. However, rampant confusion among users hampers efforts to solve business issues. Three key factors accelerate this level of confusion:

  1. Early adopter market. Constantly changing conditions force customers to alter original plans as executive sponsorship fluctuates from intense to pensive and back to intense in short cycles. Projects remain secretive for competitive advantage reasons. Consequently, prospects lack strong case studies to build off of despite peer groups, adoption networks. Prospects seek metrics that matter and relevant use cases.
  2. Consumerization of IT. With increased social media penetration, success in consumer grade products highlight the potential for enterprise adoption. However, most enterprise class products remain one to two generations behind in achieving similar capabilities. As business users gravitate towards simple, scalable, and sexy attributes; IT departments seek to rein in shadow IT efforts with safety, security, and sustainability requirements.
  3. Marketing mayhem. Fast paced markets always generate hype in marketing messages. Hence, legacy collaboration, community platform, CRM, unified communications, integration platform, and office productivity vendors seek to reposition themselves and address the emerging and trendy social business use cases customers seek.

Social Business Vendors Converge Towards Business Value Sweet Spot

The vendor landscape for social business market represents a diverse and broad collection of solutions.  Vendors approach the market from multiple heritage points, technologies, and markets.  Four key criteria cut across two axes (see Figure 1):

  1. External facing vs internal facing.  External facing includes customers, partners, and suppliers.  Internal facing include employees and trusted networks within the corporate firewall.
  2. Platforms and infrastructure vs purpose built solutions.  Platforms and infrastructure referred to core technology solutions.  Purpose built solutions address specific applications.

Figure 1. Social Business Vendors Converge Towards Business Value Sweet Spot (Working Draft)

More…

Event Report: SAUG Summit 2011 Attendees Show A Shift From SAP Centricity To Purpose Built

Summit Brings A Cadre Of Thought Leaders To User Group Attendees


The SAP Australian User’s Group held their annual summit once again at the Sydney Convention Centre in Darling Harbour from August 2nd to August 4th.  With around 600 attendees, the keynotes covered many of the hot topics about SAP ownership, road maps, and best practices. Some highlights include:

  • Christian Thompson, Director of Information Services at CITIC Pacific Mining discussed their experiences with growth and to go cloud or not.
  • Jeff Word, Vice President of Product Strategy at SAP shared the latest SAP Technology strategy in his keynote and delivered a standing room only, four hour deep dive, on HANA that was a must attend event.
  • John Kelvie, IS Director at Fonterra outlined how their company replaced legacy systems with SAP for a future SAP road map. John provided detailed examples of what worked and what didn’t.
  • Bridgette Chambers, CEO of the America’s SAP User Group (ASUG) introduced the concept of Infinite ROI. She expressed how to take advantage of timeless software.
  • Malcolm Humphries, BI Solutions Architect at Fonterra; and Keith Murray, Global Product Manager for SAP In-memory computing at IBM shared real-world experiences of how BWA can be deployed and the realities of the SAP’s new HANA in-memory product. This session blew away most marketing fluff presentations at Sapphire 2011 this year.

In addition, breakout sessions focused on industries, solutions, business/analytics, and IT organization/Technology, and BOBJ.  Of particular interest was the excellent session put on by Peter Dee, Head of Upgrade Centre, SAP Asia Pacific Japan. He provided some pragmatic approaches to managing cost effective upgrades.

Meanwhile, the mobile sessions, BI sessions, and solution manager sessions received a lot of attention.  Of note, Australian SAP Mentors Matt Harding, Paul Hawking, Ingo Hilgefort, Nigel James, John Moy, Graham Robinson, and Tony de Thomasi were in attendance providing their wisdom and insights throughout the event.

Australian SAP Users Upgrading But Moving Away From SAP Centric Strategy

Traditionally an SAP only and SAP centric market, conversations with attendees confirmed a significant shift in approach.  Cloud computing, mobile enablement, business pressures, and the need to align with business strategy have driven many Australian SAP customers to stray away from a single vendor approach.  For instance, on the mobile side, SkyTech’s offerings show good penetration.  For collaboration solutions SharePoint and Yammer appear to have gained mind share.  CRM remains dominated by Salesforce.com and Microsoft CRM.  Analytics discussions include Business Objects but IBM Cognos, Oracle Hyperion, QlikTech, and other cloud based solutions show significant presence in conversations.

During the Future of Enterprise Software and SAP keynote, an informal poll of the 650+ attendees revealed the following SAP strategies (see Figure 1):

  • Stay with status quo: 15%
  • Move to shiny new SAP: 20%
  • Stabilize SAP and augment: 25%
  • Modernize SAP and surround with best of breed: 40%

Figure 1. Four Paths To SAP Optimization

With 65% of the respondents considering solutions outside the SAP sphere, SAP HQ should take note that the Fortress SAP approach no longer holds true in ANZ.  The good news – 60% of respondents have made the decision to upgrade to the latest SAP products and remain interested in having SAP as part of their long term strategy. SAP remains in good relationships with its key customers. While customers do see SAP as a core part of their strategy, it is not the only strategy.

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

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

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

Biography

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

The Interview

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

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

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

2. What makes social computing disruptive?

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

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

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

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

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

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

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

More…

Executive Profiles: Disruptive Tech Leaders In Social Business And Cloud Computing

Executive Profile Series Delivers The Inside View On Disruptive Technologies

Starting this week, we’ll be kicking off an on-going series of interviews with the people behind the technologies in Cloud Computing and Social Business.  The interviews should provide insightful points of view from a customer, industry, and vendor perspective.  The transcript of the 30 minute Q&A’s will follow a common format:

Cloud Computing

  1. Tell me in 2 minutes or less why Cloud Computing is changing the world for your customers
  2. What makes cloud computing disruptive?
  3. What is the next big thing in Cloud Computing?
  4. What are you doing that’s disruptive for Cloud Computing?
  5. Where do you see technology convergence with Cloud?
  6. If you weren’t focused on Cloud Computing what other disruptive technology would you have pursued?
  7. What’s your favorite science fiction gadget of all time?

Social Business

  1. Tell me in 2 minutes or less why Social Computing is changing the world for your customers
  2. What makes social computing disruptive?
  3. What is the next big thing in Social Business software?
  4. What are you doing that’s disruptive for Social Computing?
  5. Where do you see technology convergence with Social?
  6. If you weren’t focused on Social Computing what other disruptive technology would you have pursued?
  7. What’s your favorite science fiction gadget of all time?

Scheduled Interviews Include A Who’s Who List Of Industry Thought Leaders And Market Makers

Cloud Computing

Social Business More…