Archive for janeiro \27\+00:00 2010

SaaS vs. On Premise ERP Software: Understanding Fact and Fiction

janeiro 27, 2010

Matéria recebida hoje da empresa Panorama (, especializada em avaliação de ERPs!


SaaS vs. On Premise ERP Software: Understanding Fact and Fiction

There is much hype in the ERP marketplace regarding the strengths of SaaS (Software as a Service) relative to traditional on premise ERP software solutions. To be sure, several SaaS and cloud computing vendors are growing quickly and giving traditional ERP vendors a run for their money. Salesforce, Workday, and Netsuite are some of the SaaS vendors receiving much attention and business success in recent years.

However, as with any enterprise software option, SaaS has its pros, cons, and tradeoffs. While software as a service vendors would have you believe that their offerings are superior to traditional ERP in all instances, there are also distinct disadvantages and challenges to consider.

For example, choosing between SaaS and traditional ERP solutions often depends on the following variables:

  • Complexity of your business
  • Size of company and number of employees
  • Stability of your business model and processes
  • Your business growth level
  • Scope of your enterprise software needs
  • Need or desire for flexibility to change software to accommodate your business needs
  • Level of integration required with third-party enterprise software applications
  • Sophistication of your internal IT skills and infrastructure
  • Your need or want to control your IT systems in-house
  • Sensitivity to initial capital outlays vs. ongoing operational costs

We often find that SaaS solutions are very viable for our smaller to mid-size clients (SMBs). On the other hand, our larger clients generally find that SaaS does not adequately accommodate their enterprise software needs. Moreover, the SaaS delivery model is often more suited for vanilla and narrowly defined business functions, such as customer relationship management (CRM), human resource management (HRM), or supply chain management (SCM); broader or more differentiated functions can be more difficult to accommodate.

Choosing between SaaS and traditional ERP isn’t always cut and dry. Many of the traditional software vendors are providing hybrid options that combine the best of both worlds by offering customers a single instance with the flexibility of traditional ERP, but hosting those solutions externally to accommodate the desire to outsource their ERP infrastructure.

Finally, any ERP implementation is challenging.  Whether it is SaaS, on premise, or something in between, implementing the software is the easy part.  The hard part is defining your new business processes, ensuring the system is aligned with your operations, training employees, and defining roles and responsibilities in the new system.  Even the simplest technology won’t eliminate the need to address these areas.

In short, software as a service can provide a very compelling solution for many organizations. In fact, our 2010 ERP study (to be published later this month) shows that 13% of companies under $100M in revenue are choosing SaaS options, which is a marked increase over previous years.

However, SaaS or cloud ERP software isn’t for everyone. It is important to carefully consider your spectrum of ERP software options, as there are countless possibilities. View our YouTube presentation below to better understand the tradeoffs of SaaS vs. on premise ERP software solutions.

CRM: Software as a Service versus On-premise – benefits and drawbacks

janeiro 21, 2010

Uma interessante tese, escrita a quatro mãos (achei estranho, mas é verdade!) por dois estudantes do Departamento de Informática da Universidade de Lund, na Suécia.  A tese, cujo resumo segue abaixo, pode baixada em!

É um estudo sobre os benefícios e problemas de um CRM num modelo SaaS ou num modelo tradicional, dentro das próprias organizações que o implementam.  Vale a pena ler!

CRM: Software as a Service versus On-premise – benefits and drawbacks

University essay from Lunds universitet/Institutionen för informatik

Author: Thanawin Ratametha; Manasa Veeragandham; [2009]

Keywords: CRM as a Service; Customer Relationship Management; CRM on-demand; Cloud computing; Software as a Service; On-demand software; SaaS’s benefits and drawbacks; CRM as a Service’s benefits and drawbacks; Informatics; systems theory; Informatik; systemteori; Mathematics and Statistics;


Nowadays, most of organizations try to find the best solution to improve their business processes by using advantage of technologies, which are always developing to replace the mistake of traditional version, one of the most critical evolutions in technology system is Customer relationship management (CRM). CRM stakeholders who implementing CRM system or plan to implement CRM system had faced a lot of uncertainty in new technology, in this case, our focus is on CRM as a Service solution. CRM as a Service is CRM system that applied software as a service (SaaS) technology as a concept of cloud computing. It is a web-based application that hosted CRM application in provider’s side, where clients can access to one copy of application by web browser through internet. To investigate the improvement of CRM, we tried to evaluate SaaS’s benefits and drawbacks that assume to affect CRM as a Service solution. During this process, we had adopted interview as our research methodology and to observe the improvement of CRM system certain to conduct a survey questionnaire. Our research model will be oriented towards investigation of CRM as a Service system based on SaaS’s benefits and drawbacks. In this thesis, we are trying to acquire a better understand in benefits and drawbacks of CRM as a Service which applying the SaaS platform to improve CRM performance, it is helpful to evaluate the CRM as a Service in SaaS’s benefits and drawbacks aspects by considering the CRM experts perspective, it help the IT investors in organization, who plan or approach to on-demand service, to gain more knowledge in CRM on-demand service, and in long run to make right decision in CRM solution to their companies.

Book Review and Innovation Summary – “The Design of Business”

janeiro 20, 2010

Livro novo na praça e uma revisão do Braden Kelly (em!


Tuesday, January 19, 2010

Book Review and Innovation Summary – “The Design of Business”

Book Review and Innovation Summary - 'The Design of Business'A few weeks ago I received “The Design of Business” by Roger Martin in the mail. “The Design of Business” is a relatively short, easy, and pleasant read.

The main premise of the book is that our organizations, and the business schools that fill out their top leadership ranks, are too focused on analytical thinking at the expense of intuitive thinking. This focus creates too much emphasis on reliability at the expense of validity.

“The most successful businesses in the years to come will balance analytical mastery and intuitive originality in a dynamic interplay that I call design thinking.” – Roger Martin

One of the key concepts of the book is the introduction of the Knowledge Funnel – a visual element that shows how knowledge progresses from mysteries to heuristics to algorithms. It all begins with a question at the top of the funnel, and at each stage transition, knowledge and execution can typically be transferred to lower cost labor (and possibly handled by a computer when they reach the algorithm level).

The Knowledge Funnel - Roger Martin

At the same time, there are other tensions in our organizations that managers in the era of the creative economy will have to become attuned to, and these include managing an appropriate balance between exploitation and exploration and not falling victim to the false certainty of the past when making business development decisions.

Ultimately, the exploration of the mysteries at the top of the knowledge funnel and exploitation of the algrithms at the bottom of the funnel are equally important. Companies that focus too much on one, at the expense of the other, risk their very future.

Creating a design thinking organization is not easy, and several pages are devoted to describing the struggles of A.G. Lafley and Claudia Kotchka in transforming P&G’s organizational culture to be more design-centric.

In addition to other examples of organizations pushing themselves more towards design thinking, there is also a great deal of focus in the book on the transformation of mysteries into heuristics and heuristics into algorithms.

Overall, the book is another way of looking at the challenge facing innovators everywhere who are looking to embed design or innovation (or both) into their organization.

So, are you ready to tackle the challenge of achieving a balance of analytical thinking with intuitive thinking in your organization?

My interview with “The Design of Business” author Roger Martin can be found here.

Braden KelleyBraden Kelley is the editor of Blogging Innovation and founder of Business Strategy Innovation, a consultancy focusing on innovation and marketing strategy. Braden is also @innovate on Twitter.

Big Slide for Big 3 Market Share: From 90% to 45%

janeiro 20, 2010

Dados interessantes sobre o mercado automobilístico americano (do dia 18/01/2010, no blog do Prof. Mark Perry:!

Mostra duas coisas: a) O mercado americano está se tornando realmente aberto ao mundo; e, b) A tecnologia do automóvel no mundo não é mais americana!


Big Slide for Big 3 Market Share: From 90% to 45%

According to data from Ward’s Automotive, the Big Three’s (GM + Ford + Chrysler) market share for the U.S. went from above 90% in 1965 to below 45% in 2009. Also from Ward’s, below are the top 10 best selling cars in the U.S. for 2009 (trucks not included), and then the top 20 cars and trucks for 2009.

“All processes are services”, says new book on BPM

janeiro 18, 2010

Posto de hoje do blog!


“All processes are services”, says new book on BPM

Michael Poulin

By Michael Poulin on January 18, 2010 7:37 AM

The new book “Improving Enterprise Business Process Management Systems“, authored by Alexander Samarin, addresses the architectural and development framework covering different aspects of BPM starting with the BPM discipline and going via BMP software suites into BPM System solutions.

The author believes into strong coupling between BPM and SOA, and, when defining term ‘process’, adds:
some operations of a service can be implemented as a process, and a process includes services in its implementation.”
So, when you read about processes in this book, you may mean services.

One of the exceptional features of this book is an extended vocabulary defining basic terms. This gives the reader ability to agree with the author’s terminology or establish appropriate translations instead of guessing what’s what. This does not mean that you must agree with everything. For example, I do not share the definition of SOA as “an architectural approach for constructing software-intensive systems” or definition of an operation as a “distinct function” in all cases.

The book meticulously describes modern view on step-by-step approach and realisation of BPM systems. The latter is explained as a “portfolio of the business processes as well as practices and tools for governing the design, execution and evolution of this portfolio”. Along this way, Alexander has constructed a nice symbolic language describing opinions of the stakeholders on the BPM system from the strategic, business and IT viewpoints. For example, if the stakeholders agree with the BPM architect on enterprise architecture, line management, business users, solution architecture and development while they allow the BPM architect to do whatever he/she wants in the area of management just to make the managers’ life easier and the solution does not require to do anything extra in operational support, “there is the synergy between the business and IT“. However, if the top management says it dos not know how to improve the BPM system and opinions of the stakeholders in all other areas – strategy, business and IT – are unknown, this situation is qualified as an opportunity for the BPM architect.

Another interesting topic discussed in the book is flexibility of BPM systems. Considering that a business process is inflexible by definition, i.e. it tends to maximise robustness and minimise changes because a change in the process’ business logic results in another process, flexibility of process management is about flexibility in the management of the process supplies. To find how this problem is resolved, you need to read the book. Actually, it is not huge and very illustrative having 135 figures for 189 pages.

At the end, I would like to outline that the author has shared his rich experience in the BPM area and described 24 BPM patterns with recommendations when they may to be useful. I think the book worth reading, at least, for this information alone.

Gartner Highlights Key Predictions for IT Organizations and Users in 2010 and Beyond

janeiro 14, 2010

 Previsões (para 2010) do Gartner para organizações de TI!


Gartner Highlights Key Predictions for IT Organizations and Users in 2010 and Beyond
This Year’s Predictions Span 56 Markets, Topics and Industry Areas

STAMFORD, Conn., January 13, 2010 —  Gartner, Inc. has highlighted the key predictions that herald long-term changes in approach for IT organizations and the people they serve for 2010 and beyond. Gartner’s top predictions for 2010 showcase the trends and events that will change the nature of business today and beyond.

These predictions were selected from across Gartner’s research areas as the most compelling and critical predictions. The trends and topics they address this year speak to the changing balance of power and focus in IT. Gartner analysts said last year’s themes of shifting ownership and revenue flows continue, becoming more pronounced and more sharply focused. As the macro-economic environment adjusts to a new balance between supply, consumer demand and regulation, the focus of this year’s top predictions has expanded to encompass shifts in the way that users interact with IT.

“As organizations make plans to navigate the economic recovery and prepare for the return to growth, our predictions for 2010 focus on the impact of critical changes in the balance of control and power in IT,” said Brian Gammage, vice president and research fellow at Gartner. “With greater financial and regulatory oversight for all IT investment decisions, few organizations will be unaffected.”

“For many organizations, the economic and budgetary challenges of 2009 drove important changes in the general governance of IT investment decisions, accelerating the trend toward greater accountability and transparency,” said Daryl Plummer, managing vice president and chief Gartner fellow. “With a strong emphasis on business-case justifications, chief financial officers (CFOs) assumed a more active role. Although most organizations enter 2010 preparing for a return to growth, this financial oversight is unlikely to be lifted anytime soon. For IT leaders, greater fluency in the language of business has become a requirement.”

Gartner’s top predictions are intended to compel readers to action and to position themselves to take advantage of coming changes, not to be damaged by them. Gartner’s top predictions for 2010 and beyond include:

By 2012, 20 percent of businesses will own no IT assets. Several interrelated trends are driving the movement toward decreased IT hardware assets, such as virtualization, cloud-enabled services, and employees running personal desktops and notebook systems on corporate networks.

The need for computing hardware, either in a data center or on an employee’s desk, will not go away. However, if the ownership of hardware shifts to third parties, then there will be major shifts throughout every facet of the IT hardware industry. For example, enterprise IT budgets will either be shrunk or reallocated to more-strategic projects; enterprise IT staff will either be reduced or reskilled to meet new requirements, and/or hardware distribution will have to change radically to meet the requirements of the new IT hardware buying points.

By 2012, India-centric IT services companies will represent 20 percent of the leading cloud aggregators in the market (through cloud service offerings). Gartner is seeing India-centric IT services companies leveraging established market positions and levels of trust to explore nonlinear revenue growth models (which are not directly correlated to labor-based growth) and working on interesting research and development (R&D) efforts, especially in the area of cloud computing. The collective work from India-centric vendors represents an important segment of the market’s cloud aggregators, which will offer cloud-enabled outsourcing options (also known as cloud services).

By 2012, Facebook will become the hub for social network integration and Web socialization. Through Facebook Connect and other similar mechanisms, Facebook will support and take a leading role in developing the distributed, interoperable social Web. As Facebook continues to grow and outnumber other social networks, this interoperability will become critical to the success and survival of other social networks, communication channels and media sites.

Other social networks (including Twitter) will continue to develop, seeking further adoption and specializations with communication or content areas, but Facebook will represent a common denominator for all of them.

By 2014, most IT business cases will include carbon remediation costs. Today, server vitalization and desktop power management demonstrate substantial savings in energy costs, and those savings can help justify projects. Incorporating carbon costs into business cases provides a further measure of savings, and prepares the organization for increased scrutiny of its carbon impact.

Economic and political pressure to demonstrate responsibility for carbon dioxide emissions will force more businesses to quantify carbon costs in business cases. Vendors will have to provide carbon life cycle statistics for their products or face market share erosion. Incorporating carbon costs in business cases will only slightly accelerate replacement cycles. A reasonable estimate for the cost of carbon in typical IT operations is an incremental one or two percentage points of overall costs. Therefore, carbon accounting will more likely shift market share than market size.

In 2012, 60 percent of a new PC’s total life greenhouse gas emissions will have occurred before the user first turns the machine on. Progress toward reducing the power needed to build a PC has been slow. Over the course of its entire lifetime, a typical PC consumes 10 times its own weight in fossil fuels, but around 80 percent of a PC’s total energy usage still happens during production and transportation.

Greater awareness among buyers and those that influence buying, greater pressure from eco-labels, increasing cost pressures and social pressure have awoken the IT industry to the problem of greenhouse gas emissions. Requests for proposal (RFPs) now frequently look for environment-related criteria of both product and vendor. Environmental awareness and legislative tightening will increase recognition of production as well as usage-related carbon dioxide emissions. Technology providers should expect that they will be required to provide carbon dioxide emission data to a growing number of customers.

Internet marketing will be regulated by 2015, controlling more than $250 billion in Internet marketing spending worldwide. Despite international efforts to eliminate “spam,” marketing “clutter” is abundant in every marketing channel. Pressure for greater accountability means the backlash from annoyed consumers will eventually drive legislation to regulate Internet marketing. Companies that focus primarily on the Internet for marketing purposes could find themselves unable to market effectively to customers, putting themselves at a competitive disadvantage when new regulations take effect. Although experiencing high growth, vendors who focus solely on, and sell predominately to, Internet marketing solutions could find themselves faced with a declining market, as companies shift marketing funds to other channels to compensate.

By 2014, over 3 billion of the world’s adult population will be able to transact electronically via mobile or Internet technology. Emerging economies will see rapidly rising mobile and Internet adoption through 2014. At the same time, advances in mobile payment, commerce and banking are making it easier to electronically transact via mobile or PC Internet. Combining these two trends creates a situation in which a significant majority of the world’s adult population will be able to electronically transact by 2014.

Gartner research predicts that by 2014, there will be a 90% mobile penetration rate and 6.5 billion mobile connections. Penetration will not be uniform, as continents like Asia (excluding Japan) will see a 68% penetration and Africa will see a 56% mobile penetration. Although not every individual with a mobile phone or Internet access will transact electronically, each will have the ability to do so. Cash transactions will remain dominant in emerging markets by 2014, but the foundation for electronic transactions will be well under way for much of the adult world.

By 2015, context will be as influential to mobile consumer services and relationships as search engines are to the Web. Whereas search provides the “key” to organizing information and services for the Web, context will provide the “key” to delivering hyperpersonalized experiences across smartphones and any session or experience an end user has with information technology. Search centered on creating content that drew attention and could be analyzed. Context will center on observing patterns, particularly location, presence and social interactions. Furthermore, whereas search was based on a “pull” of information from the Web, context-enriched services will, in many cases, prepopulate or push information to users.

The most powerful position in the context business model will be a context provider. Web, device, social platforms, telecom service providers, enterprise software vendors and communication infrastructure vendors will compete to become significant context providers during the next three years. Any Web vendor that does not become a context provider risks handing over effective customer ownership to a context provider, which would impact the vendor’s mobile and classic Web businesses.

By 2013, mobile phones will overtake PCs as the most common Web access device worldwide. According to Gartner’s PC installed base forecast, the total number of PCs in use will reach 1.78 billion units in 2013. By 2013, the combined installed base of smartphones and browser-equipped enhanced phones will exceed 1.82 billion units and will be greater than the installed base for PCs thereafter.

Mobile Web users are typically prepared to make fewer clicks on a website than users accessing sites from a PC. Although a growing number of websites and Web-based applications offer support for small-form-factor mobile devices, many still do not. Websites not optimized for the smaller-screen formats will become a market barrier for their owners — much content and many sites will need to be reformatted/rebuilt.

Additional information is in the Gartner report “Gartner’s Top Predictions for IT Organizations and Users, 2010 and Beyond: A New Balance.” The report examines the impact these long-term changes will have in combination with the ongoing trend toward the democratization of IT capabilities. The report is available on Gartner’s website at

Mr. Gammage and Mr. Plummer will be hosting upcoming webinars “Gartner Top Predictions for 2010: Coping with the New Balance of Power” on January 14 and January 27. They will discuss how these predictions are changing the balance of power and focus in IT. To register for one of these webinars, please go to

Gartner’s 2010 predictions span 56 market, topic and industry areas, with around 250 predictions in total. These predictions highlight the changing outlook for business, industries and IT providers, as analysts looked toward the aftermath of the economic downturn and recession. Whether preparing for a return to growth in 2010 or still dealing with the impact of the downturn, these predictions will guide the decisions IT and business leaders need to make about IT investments and broader aspects of business strategy during the year ahead. The 2010 Predicts reports can be found on the Gartner Predicts website at These reports are broken out by topic, industries, and markets.


Christy Pettey
+1 408 468 8312

Holly Stevens
+44 0 1784 267412

About Gartner:
Gartner, Inc. (NYSE: IT) is the world’s leading information technology research and advisory company. Gartner delivers the technology-related insight necessary for its clients to make the right decisions, every day. From CIOs and senior IT leaders in corporations and government agencies, to business leaders in high-tech and telecom enterprises and professional services firms, to technology investors, Gartner is the indispensable partner to 60,000 clients in 10,000 distinct organizations. Through the resources of Gartner Research, Gartner Consulting and Gartner Events, Gartner works with every client to research, analyze and interpret the business of IT within the context of their individual role. Founded in 1979, Gartner is headquartered in Stamford, Connecticut, U.S.A., and has 4,000 associates, including 1,200 research analysts and consultants in 80 countries. For more information, visit

SOA Manifesto

janeiro 13, 2010

Entre os dias 22 e 23 de outubro do ano passado, no SOA Symposium ( foi lançado o SOA Manifesto (abaixo). Para aqueles que desejarem mais detalhes, ver!

SOA Manifesto

Service orientation is a paradigm that frames what you do.
Service-oriented architecture (SOA) is a type of architecture
that results from applying service orientation.

We have been applying service orientation to help organizations
consistently deliver sustainable business value, with increased agility
and cost effectiveness, in line with changing business needs.

Through our work we have come to prioritize:

Business value over technical strategy
Strategic goals over project-specific benefits
Intrinsic interoperability over custom integration
Shared services over specific-purpose implementations
Flexibility over optimization
Evolutionary refinement over pursuit of initial perfection

That is, while we value the items on the right, we value the items on the left more.


Guiding Principles
We follow these principles:

Respect the social and power structure of the organization.

Recognize that SOA ultimately demands change on many levels.

The scope of SOA adoption can vary. Keep efforts manageable
and within meaningful boundaries.

Products and standards alone will neither give you SOA nor apply
the service orientation paradigm for you.

SOA can be realized through a variety of technologies and standards.

Establish a uniform set of enterprise standards and policies based
on industry, de facto, and community standards.

Pursue uniformity on the outside while allowing diversity on the inside.

Identify services through collaboration with business and
technology stakeholders.

Maximize service usage by considering the current and
future scope of utilization.

Verify that services satisfy business requirements and goals.

Evolve services and their organization in response to real use.

Separate the different aspects of a system that change at different rates.

Reduce implicit dependencies and publish all external dependencies to increase robustness and reduce the impact of change.

At every level of abstraction, organize each service around a cohesive
and manageable unit of functionality.


Ali Arsanjani
Grady Booch
Toufic Boubez
Paul C. Brown
David Chappell
John deVadoss
Thomas Erl
Nicolai Josuttis
Dirk Krafzig
Mark Little
Brian Loesgen
Anne Thomas Manes
Joe McKendrick
Steve Ross-Talbot
Stefan Tilkov
Clemens Utschig-Utschig
Herbjörn Wilhelmsen

Enterprise Decision Management (EDM)

janeiro 12, 2010

Eis aí um conceito que me agradou: Enterprise Decision Management (EDM).  Você pode encontrar mais detalhes sobre sua origem e aplicações em!


Enterprise Decision Management (EDM), or Business Decision Management (BDM) as it is sometimes known, is an approach for automating and improving high-volume operational decisions. Focusing on operational decisions, it develops decision services using business rules to automate those decisions, adds analytic insight to these services using predictive analytics and allows for the ongoing improvement of decision-making through adaptive control and optimization.

The five concepts identified in italics in the definition above and shown in the figure below underlie the approach. Decision Services provide a standard architectural concept to handle decision automation, business rules are the backbone of decision automation while predictive analytics ensure that corporate data is put to work in automated decision making. Finally adaptive control and related optimization techniques ensure that the inherent uncertainties involved in decision making can be managed and that decisions can be improved over time.

Advanced Analytics Predictions For 2010

janeiro 12, 2010

Encontrei este interessante post no blog É apropriado para aqueles mais inclinados ao decision-making process!


Posted by James Kobielus on December 15, 2009

Advanced Analytics Predictions For 2010
James G. Kobielus
By James Kobielus

As we bid adieu to one decade and move into the next, it’s important to catch our collective breath and to take a quick look ahead. Here are some quick thoughts on the trends that will shape advanced analytics in the year to come. These trends will set the stage for thoroughgoing transformation of business intelligence (BI), data warehousing (DW), predictive analytics (PA), data mining (DM), business activity monitoring (BAM), complex event processing (CEP), and other key analytics technologies in the Teens:

  • Self-service operational BI puts information workers in driver’s seat: Enterprises have begun to adopt self-service BI to cut costs, unclog the analytics development backlog, and improve the velocity of practical insights. Users are demanding tools to do interactive, deeply dimensional exploration of information pulled from enterprise data warehouses, data marts, transactional applications, and other systems. In 2010, users will flock to self-service BI offerings as the soft economy keeps pressure on IT budgets. Also fueling this trend is the increasing frustration that information workers feel in the face of long backlogs on seemingly mundane BI service requests. In the coming year, BI software as a service (SaaS) subscription offerings will be particularly popular, in a market that has already become fiercely competitive. So will the new generation of BI mashup offerings for premises-based deployment, especially mashup-oriented BI tools from IBM Cognos and Microsoft.
  • User-friendly predictive modeling comes to the information workplace: Predictive analytics can play a pivotal role in day-to-day business operations. If available to information workers—not just to Ph.D. statisticians and professional data miners—predictive modeling tools can help business people continually tweak their plans based on flexible what-if analyses and forecasts that leverage both deep historical data as well as fresh streams of current event data. In 2010, user-friendly predictive modeling tools will increasingly come to market, either as stand-alone offerings or as embedded features of companies’ BI environments. Many BI vendors will add predictive modeling to their current offerings—most notably, IBM will converge its Cognos BI and new SPSS data mining offerings—with a focus on mass-market usability. By the same token, established predictive modeling vendors such as SAS, IBM SPSS, KXEN, Angoss, and Portrait Software will highlight and deepen their existing usability features, such as wizard-driven automation and interactive visualization, to speed information workers through the complex steps for building, validating, and exploring predictive models. Just as significant, in-memory BI clients—such as those from TIBCO Spotfire, QlikTech, and ADVIZOR–provide an important alternative to traditional data mining tools for subject matter experts who wish to explore a multivariate data set from all angles without having to do heavy-hitting data preparation, clustering, and classification beforehand.
  • Advanced analytics sinks deep roots in the data warehouse: Advanced analytics demands a high-performance data management infrastructure to handle data integration, statistical analysis, and other compute-intensive functions. In-database analytics is an emerging practice under which those and other resource-intensive processes can be parallelized and thereby accelerated across one or more data warehousing nodes. In-database analytics enables flexible deployment of a wide range of resource-intensive functions—such as data mining and predictive modeling—to a cluster, grid, or cloud of high-performance analytic databases. In 2010, in-database analytics will become a new best practice for data mining and content analytics, in which the enterprise data warehousing professionals must now collaborate closely with the subject matter experts who build and maintain predictive models. To support heterogeneous interoperability for in-database and in-cloud analytics, open development frameworks– especially MapReduce and Hadoop—will be adopted broadly by data warehousing and analytics tools vendors. In the coming year, we’ll also see the beginning of an industry push toward an open development framework for inline predictive models that can be deployed to CEP environments. Already, IBM and TIBCO have developed interesting, albeit proprietary, support for in-CEP predictive analytics. Clearly, in-CEP predictive analytics will be a critical component of truly adaptive BAM for process analytics.
  • Social network analysis bring powerful predictive analysis to the online economy: Before long, social networks will pervade all business and personal applications, including all mobile, broadband, and streaming media services. From an enterprise perspective, social networks are the buzz that can spell the difference between success and failure in a reputation-driven online economy. In 2010, enterprises will avidly adopt social network monitoring and marketing tools, while deploying advanced analytics to search for opportunities to better reach customers in these environments. Forrester sees 2010 as the year social network analysis truly emerges as the new frontier in advanced analytics, supporting mining of behavioral, attititudinal, and other affinities among individuals. Social network analysis thrives on the deepening streams of information—structured and unstructured, user-generated and automated—that emanate from Facebook, Twitter, and other new Web 2.0 communities. In the coming year, many vendors of predictive modeling tools will enhance their social network analysis features to support real-time customer segmentation, target marketing, churn analysis, and anti-fraud. The killer app for all this will become the real-time “next best offer” that your contact center makes from all this intelligence, or the marketing campaign you re-arrange on the fly to save it from near-failure.
  • Low-cost data warehousing delivers fast analytics to the midmarket: Though enterprises can certainly do BI without a data warehouse, this critical infrastructure platform is essential for high-performance reporting, query, and analytics against large data sets. In one of the most important BI trends of the past several years, the price of a fully configured data warehousing appliance platform has dropped by an order of magnitude and, with the development of public SaaS DW cloud services, it will continue to decline. In 2010, many data warehousing vendors will lower the price of their basic appliance products to less than $20,000 per usable terabyte, which constitutes the new industry threshold pioneered by Oracle, Netezza, and other leading DW vendors. At the same time, enterprises will see a growing range of cost-effective solution appliances in 2010, combined DW appliances with preconfigured BI, advanced analytics, data cleansing, industry information models, and other data management applications and tools.
  • Data warehousing virtualizing into the cloud: The data warehouse, like all other components of the BI and data management infrastructure, is entering the cloud. In 2010, we’ll see vendors continue to introduce cloud, SaaS, and virtualized deployments of their core analytic databases. To support flexible mixed-workload analytics, the EDW, over the coming 5-10 years, will evolve into a virtualized cloud that allows data to be transparently persisted in diverse physical and logical formats to an abstract, seamless grid of interconnected memory and disk resources that can support diverse workloads, latencies, and topologies. Massive parallelism, all-in-memory architectures, solid-state drives, and virtualized storage will increasingly revolutionize EDW environments—both cloud- and appliance-based—over this coming decade. In 2010, we will see most EDW vendors roll out pioneering offerings that offer all of these architectural innovations. However, 2010 will not be the “year of the cloud” for the DW industry as a whole, since Teradata, Oracle, IBM, Microsoft, and others will still be rolling out their initial public/private cloud platform services and partnerships. Nevertheless, the industry is moving inevitably toward cloud-based services that supplement appliances, licensed software, and other deployment options.

In developing my 2010 research agenda, I have incorporated all of these themes. I look forward to your feedback, inputs, and suggestions as we move into the new year.

Is your company ready for social media?

janeiro 11, 2010

 Saiu ontem no blog!  

 Is your company ready for social media?


 Written by Jeanne C. Meister & Karie Willyerd   


 Sunday, 10 January 2010 15:43


Are you considering whether your company should use social media? Before you decide to encourage your key executives to blog, or start looking at private social networking platforms, consider the following two scenarios and ask how the leaders at your company would react:

1 An executive publishes her first blog post, primarily addressing her employees, but open to the public. Intending for the blog to help the survivors of a recent downsizing, she mentions that those who left the company are talented employees, and that the survivors should do things that replenish their spirit. The wife of a laid-off employee sends the chief executive a letter demanding the resignation of the executive because she finds the section on replenishing survivors’ spirits frivolous and insensitive. What would your CEO do?

2 A company implements an internal social networking platform that allows rating and comments on products and services. A new service, offered by the human resources department, receives very low ratings and negative, but not mean-spirited, comments. The head of HR requests that all the comments and the ratings be taken down. Would your company approve this request?

The manner in which the executives at your company would react to these two scenarios can be highly predictive of the success or failure of a social media implementation program.

If you’ve already implemented social media to connect to your customers, how are your organization’s executives responding to the wealth of information? Are they responsive, no matter how bad the feedback, or do they demand that it be filtered in order to create a more palatable conversation?

Social media has the power to democratize information and provide real-time, meaningful feedback on products and services. Are these the kinds of features that would increase your speed-to-market, improve innovation and engage your employees? Or do you worry more about threats to management structure, the security of your information and hierarchical protocol?

So how did the executives react in the two scenarios above?

The CEO in the first story, a blogger himself, sent the following message to the junior executive with the disgruntled wife’s e-mail attached:

“For what it’s worth, I dig your blog. It’s human, engaging, well written—and sends a message, the right message, to employees who want to be led by people they like/understand and respect. I did want you to see one person’s reaction, and you might consider timing on future blog posts.”

Note the reinforcing tone, in spite of what could be seen as a lapse in judgment. The executive continued blogging, having learned from the experience.

In the second case, the owner of the feedback site declined to take down the ratings and comments on the poor-performing product, as that would, in his opinion, be a dishonest act. However, he did work with the head of HR to quickly phase out the old ratings when HR decided to introduce an improved version of the service.

Jeanne C. Meister is an internationally recognized workplace-learning consultant, and the host of the blog Karie Willyerd is the chief learning officer of Sun Microsystems. Meister and Willyerd are the coauthors of the forthcoming book, The 2020 Workplace.

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