My colleague Mark Smith and I recently chatted with executives of Tidemark, a company in the early stages of providing business analytics for decision-makers. It has a roster of experienced executive talent and solid financial backing. There’s a strategic link with Workday that reflects a common background at the operational and investor levels. As it gets rolling, Tidemark is targeting large and very companies as customers for its cloud-based system for analyzing data. It can automate alerts and enhance operating visibility, collaboratively assess the potential impacts of decisions and support the process of implementing those decisions.
Topics: Analytics, Big Data, Budgeting, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance Management (BPM), Cloud Computing, Customer Performance Management (CPM), Data Governance, Data Integration, Data Warehousing, Financial Performance Management, Financial Performance Management (FPM), GRC, In-Memory Computing, Information Management, Integrated Business Planning, Mobility, Operational Performance Management (OPM), Performance Management, Planning, Predictive Analytics, Risk, Risk Analytics, Sales Performance Management (SPM), Workday, Workforce Performance Management (WPM), Strata+Hadoop, Master Data Management
At its annual Influencer’s Summit in Boston, SAP offered multiple perspectives on where the company’s strategy and products are heading. Overall, I was struck by the essential similarities to its message on its strategic direction a decade ago. The overarching objective in its roadmap now, as then, is to have information technology increasingly adapt to the needs of individual users and how they choose to execute established/repetitive or ad-hoc processes, rather than forcing them to adapt to the limitations of the technologies they are using. Back then the idea was to create a comprehensive process framework – a closely coupled approach. Today, it’s essentially the opposite, as SAP products run on an architecture that enables flexibility – a loosely coupled approach – both in how the computing infrastructure is organized and how people execute their tasks. It seems to me that this reflects the impact of having choices between cloud-based software as a service (SaaS) and on-premises systems and the need to enable access through a variety of devices (from desktops to mobile handhelds and tablets). Mobility is important both for people whose roles take them beyond the firewall (in sales, service and logistics, for example) and executives and managers who often find themselves managing by walking around. Tablets, smartphones and similar devices are attractive also because people consider them personal items and associate them with fun, whereas desktops and notebooks are corporate and work-related.
Topics: Business Analytics, Business Collaboration, Business Mobility, Business Performance Management (BPM), Cloud Computing, Enterprise Software, ERP, finance, Financial Performance Management, Financial Performance Management (FPM), GRC, In-memory, Mobility, Operational Performance Management (OPM), Performance Management, Planning, Predictive Analytics, Risk, Sales Performance Management (SPM), SAP, Supply Chain Performance Management (SCPM), Workforce Performance Management (WPM), Office of Finance
One of the many interesting findings that came out of Ventana Research’s comprehensive benchmark research on business analytics was partly buried in an analysis of maturity groups. The Maturity Index of our research benchmarks classifies organizations at four maturity levels (from bottom to top, Tactical, Advanced, Strategic and Innovative) in each of four categories: People, Process, Information and Technology. We’ve conducted more than 100 benchmarks during the past seven years, covering thousands of organizations and gauging their maturity in performing important operations. We’ve consistently found an interrelationship among the people, process, information and technology dimensions in every major business issue. That is, companies that fall short in one dimension tend to fall short in others, and usually to the same degree, precisely because corporate pathologies are self-reinforcing.
Topics: Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance Management (BPM), Business Technology, Cloud Computing, Collaboration, Customer Performance Management (CPM), Enterprise Software, Financial Performance Management (FPM), Information Management (IM), Information Technology, IT Performance Management (ITPM), Mobility, Operational Intelligence, Operational Performance Management (OPM), Sales Performance Management (SPM), Social Media, Supply Chain Performance Management (SCPM), Workforce Performance Management (WPM), CIO
Vishal Sikka raised an important point about the software business during his remarks at the SAP Global Influencer Summit that my colleague just assessed (See: “SAP Elevates Technology Strategy for Enterprise Software and Solutions“). He contrasted the business strategy of consolidation that other companies are pursuing with his view of SAP’s strategy of innovation. In one sense, this assertion is an attempt to disparage Oracle’s and to some extent IBM’s approach to constructing an IT business portfolio, even though SAP itself has been a consolidator in recent years. (Business Objects and Sybase, for example, are significant components of SAP’s product universe and go-forward strategy.) However, I believe consolidation vs. innovation is an important point to consider as we enter the second decade of the 21st century because it points to the potential for a basic shift in the dynamics of the software business.