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Key Takeaways from Trump's Meeting with Top Tech CEOs

Key Takeaways from Trump's Meeting with Top Tech CEOs

Constellation Insights

US President Donald Trump met with a sizable group of the tech industry's most prominent CEOs, including Microsoft's Satya Nadella, Apple's Tim Cook, IBM's Ginni Rometty and Oracle's Safra Catz. Trump's pow-wow was only part of a longer day of "brainstorming" sessions between adminstration officials and tech leaders, with the goal of outlining ways to modernize government IT. 

Most of the inaugural meeting of the American Technology Council, as the group is called, took place in private. But through official transcripts and news reports it's possible to get a picture of what was discussed, as well as take its measure. Here's a look at some key takeaways.

Trump makes nice: Trump has found himself at odds with much of Silicon Valley, particularly at the rank-and-file employee level but also in the c-suite, over actions such as his executive order to halt immigration from some Muslim-majority nations and decision to withdraw the US from the Paris climate agreement. But during his meeting with tech leaders, Trump put on a serious charm offensive, according to a transcript:

We have approximately $3.5 trillion of market value in this room -- but that’s almost the exact number that we’ve created since my election.  (Laughter.)  In fact, I think we have you beat by a little bit, which is a pretty good number.  But I congratulate you all.  Done an amazing job.  

Your innovation has shaped the modern world and created millions of jobs.  America should be the global leader in government technology just as we are in every other aspect, and we are going to start our big edge again in technology -– such an important industry.  I view it from the standpoint of jobs and other things; you view it somewhat differently.  But we’re all in the same ballpark.  It’s so important.  So important.

We’re embracing big change, bold thinking, and outsider perspectives to transform government and make it the way it should be, and at far less cost.  

Trump's stance is hardly surprising, particularly for a first meeting, but he's now also on record calling for a cooperative working relationship with tech giants. He's also positioned his son-in-law Jared Kushner, who is said to be one of the president's most trusted confidants, in a key role overseeing US technology policy. Even if Trump himself delegates the day-to-day work, it's safe to say that a healthy relationship with Silicon Valley sits fairly high on his priority list. 

This ballgame is mandatory: In turn, tech CEOs at the meeting struck an overall conciliatory tone with the president (although Cook reportedly pressed Trump on immigration and other issues, according to reports.) But while left-leaning Silicon Valley CEOs may privately not relish being in the same photograph frame with the president, they have little choice. That's because of the ongoing tax reform debate in Congress, which could result in significant benefits for their companies. (Indeed, a number of lobbying firms for Google, Amazon and other tech giants visited the White House for meetings on tax reform Tuesday.)

The H-1B Elephant: A key issue for Silicon Valley is the H-1B visa program, and the topic got a dedicated working session during the meeting. It's not clear what occurred during that discussion, but in April Trump issued an executive order calling for reforms to the program.

Rather than the current lottery-based system, Trump wants reforms that would ensure visas are issued to "the highest skilled and highest paid workers," thereby protecting American jobs and wage levels. While there are laws on the books requiring H-1B holders to be paid similarly to their American counterparts, that hasn't necessarily happened in practice.

The H-1B issue affects far many more companies than those in Silicon Valley, of course. But as for reforms, the short answer is that they're not coming anytime soon. Trump's order gives a number of federal departments until November to review it and provide recommendations. At that point, it's possible that Trump could make some changes to the program administratively, but more sweeping ones may require an act of Congress. 

Still only (very) partly cloudy: The American Technology Council is headed up by Chris Liddell, a top Trump aide and former Microsoft executive. In an interview with CNBC, Liddell revealed that the government has a long way to go in adopting cloud services. Only 3 or 4 percent of the government's $86 billion in annual IT spending is tied to the cloud, and moreover, it's running roughly 6,000 data centers, he said. 

If accurate, it's a daunting assessment. While a working group at the meeting tackled questions around cloud migration and data center consolidation, a broader transition is undoubtedly still years in the making. The question is whether the pace can be accelerated under the Trump administration.

In the name of transparency: In a document outlining the meeting's agenda, the White House called for a strategy "in which the public is able to track federal operations, often in real-time or near real time." 

Under the Obama administration, large amounts of public information was made available through initiatives such as Data.gov. The wording in the White House's documents seems to take the idea of government transparency a bit further. If it gains traction, the proposal should enjoy support from both sides of the aisle in Washington.

POV: The first meeting of the American Technology Council appears to be a relative success, with no reports of controversy or discord emerging in its wake.

At the same time, it is just a meeting. Skeptics may view it as nothing more than one of many photo opportunities to come. And for all the talk about government IT modernization and procurement reform, both are perennial problems that will require years of sustained effort—spanning multiple administrations and Congresses—to substantially solve. 

Meanwhile, from a policy perspective, the ATC so far has given the floor to the viewpoints of Silicon Valley's elite. These may not always align with enterprise IT leaders in general, or the public. Constellation believes that a balanced US tech policy going forward will keep many voices involved in the discussion.

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Dropbox Bucks Another Trend with Massive, Private Global Network

Dropbox Bucks Another Trend with Massive, Private Global Network

Constellation Insights

Dropbox turned heads when it announced last year it had migrated 90 percent of its storage off of Amazon Web Services and onto a homegrown, global network.

The company's explosive growth—it now counts more than 500 million users and 500 petabytes—had been enabled by AWS's Simple Storage Service, but a few years ago Dropbox came to believe that it had to create its own system in the name of continued performance and customization. 

Dropbox didn't stop at building a global storage system, as VP of infrastructure Raghav Bhargava revealed in a detailed blog post this week. Rather, over the past year it has made dramatic investments in an edge-oriented, private network infrastructure that it says is speeding up performance and cutting costs significantly. 

We’ve built a network across 14 cities in seven countries on three continents. In doing so, we’ve added hundreds of gigabits of Internet connectivity with transit providers (regional and global ISPs), and hundreds of new peering partners (where we exchange traffic directly rather than through an ISP). We also designed a custom-built edge-proxy architecture into our network.

The edge proxy is a stack of servers that act as the first gateway for TLS & TCP handshake for users and is deployed in PoPs (points of presence) to improve the performance for a user accessing Dropbox from any part of the globe. We evaluated some more standard offerings (CDNs and other “cloud” products) but for our specific needs this custom solution was best. Some users have seen and have increased sync speeds by as much as 300 percent, and performance has improved across the board.

Compare that to 2014, when Dropbox's network was confined to the US, with just two data centers. This was a problem, since 75 percent of Dropbox users reside outside the US. 

Much of Bhargava's post is a deep dive into the technical details of Dropbox's network buildout, one that defies easy summary here but is well worth a read.

At a high level, Dropbox's big gamble on going it alone has apparently paid off. The new network architecture has raised median download speeds for some European users by 40 percent and upload speeds by 90 percent. It's working even better in Japan, with download speeds doubling and upload speeds tripling. Dropbox has also cut its non-US networking costs by 50 percent.

By the end of 2017, Dropbox will have an infrastructure presence in 25 facilities across 10 countries and four continents. It is 

"Moore's Law has aided software across the whole stack—the only exceptions are battery life and network performance," says Constellation Research VP and principal analyst Holger Mueller. "So it is crucial for vendors at scale to improve their network performance, especially with edge and routing -elated strategy. Network quality results in user productivity and good user experience, so it's a key area for investment."

While Dropbox's requirements dwarf those of most enterprises and cloud software vendors, its decision to move off the public Internet—and how it did so—nonetheless stands as a valuable case study that could well prove influential in the coming months and years. 

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IOTA's Tangle: The Distributed Ledger Built for IoT

IOTA's Tangle: The Distributed Ledger Built for IoT

Constellation Insights

There are more than 700 cryptocurrencies available for trading online, and many are derivations of Bitcoin, which in turn is based on the blockchain distributed ledger technology. (Go here for Constellation Research VP and principal analyst Steve Wilson's concise definition of these terms.)

IOTA took a different approach entirely when it began working on a DLT for the Internet of Things two years ago. Rather than use blockchain, its Tangle architecture uses a DAG (directed acyclic graph). IOTA co-founder Dominik Schiener summed up the differences in a recent blog post:

At its core, the Tangle still has the same underlying principles as a Blockchain: it’s still a distributed database, it’s still a P2P Network and it still relies on a consensus and validation mechanism.

But, if we are to summarize the main differences between the Tangle and the Blockchain, the two most apparent ones are how the Tangle is structured (a DAG), and how we achieve consensus.

In IOTA there are no “blocks” in the classical sense. Instead, a single transaction references two past transactions. This referencing of transactions is seen as an attestation: with your transaction you attest directly that two transactions, and indirectly that a subsection of the Tangle are valid and conform to the protocols rules.

Instead of a smaller subset of the network being responsible for the overall consensus (miners / stakers), the entire network of active participants (i.e. devices making transactions), are directly involved in the approval of transactions. As such, consensus in IOTA is no longer decoupled from the transaction making process: it’s an intrinsic part of it, and it’s what enables IOTA to scale without any transaction fees.

Transaction fees are no joke in the cryptocurrency world. On average, Bitcoin transactions now cost more than $1. That may not be much if the amount being moved is significantly large, but IOTA envisions a world where many millions of IoT devices will not only exchange data but make purchases from other machines, as Schiener writes:

We envision a future where Machines trade resources (computation, electricity, storage, bandwidth, data etc.) and services with each other without the involvement of any third party — purely Machine-to-Machine. As the Internet of Things starts unleashing itself, the need for “Smart Decentralization” is apparent.

Transaction fees are, of course, anathema to that vision, given that in many cases a machine-to-machine purchase could be measured in cents. Tangle's architecture is intended to make transaction fees a non-issue. Tangle also takes aim at massively increasing scalability and transaction throughput, factors that have plagued previous cryptocurrencies, particularly Bitcoin. In turn, the question of scalability is inextricably intertwined with the notion of a massive network of machines making autonomous purchases from one another. 

Tangle's architecture is described in much greater depth through IOTA's well-written whitepaper, which is available here. The startup's work on Tangle dates to 2015, although its founding members have been working with blockchain and distributed ledger technology much longer than that. 

Its cryptocurrency began trading earlier this month and quickly accumulated a market value of more than $1 billion. As for Tangle, IOTA is conducting case studies for the platform in energy, mobility, smart cities and infrastructure, and expects real-world projects to emerge this year. 

While it is early days for IOTA, the startup's work looks promising and speaks to critical pain points for IoT, says Constellation Research VP and principal analyst Andy Mulholland.

"It has been apparent for some time that the requirement definition for IoT, and the requirement definition for fintech are very different, and that the terms blockchain and distributed ledger are all too often used with too little in-depth understanding," he says. "For those faced with the challenge of managing the commercial business exchange of the very, very small amounts of data that IoT endpoints will contribute individually—though collectively there are millions of endpoints,—will be very interested in the approach that IOTA brings."

"With transmission costs at the extreme micro level, and a different approach to security, one more in keeping with the nature of dumb sensors, IOTA is bringing a useful alternative in the distributed ledger space to Hyperledger," he adds.

Hyperledger is a fast-growing industry consortium working on distributed ledger technologies, counting heavyweights such as IBM among its members. 

This week, the group announced the formation of a new performance and scalability working group that will focus on both software and hardware-related issues:

The PSWG is starting at the base of the mountain in terms of performance and scalability. The group will identify multiple key use cases across different vertical markets. For each of the use cases key metrics will be identified. Each metric will be defined along with how it will be measured. This work will lead to defining a framework and measurement criteria.

The key will be how to define and implement a consistent and fair test suite for each use case. This is important to the industry and to the end user, as it will provide a fair measure of how a specific implementation will perform in different use cases. This will allow the user (customer) to select the proper implementation for their use case.

"Hyperledger is seen by many as the most significant industry initiative to deliver commercial decentralised transaction management, but the question as to scalability, and indeed suitability, continues to be the big issue," Mulholland says. "This new working group is a key move."

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How Competition Between AWS and Azure Improves Public Cloud Adoption

How Competition Between AWS and Azure Improves Public Cloud Adoption

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Global Cloud

  • Public Cloud spending is predicted to grow at quickly, attaining 16% year-over-year growth in 2017.
  • Cowen’s AWS segment model is predicting Revenue and EBITDA to grow 25% and 26.8% annually from 2017 to 2022.
  • Microsoft Azure is viewed as the platform that customers would most likely purchase or renew going forward (28% of total vs. AWS at 22%, GCP at 15%, and IBM at 10%).

These and many other fascinating insights are from Cowen’s study published this week, Public Cloud V: AWS And Azure Still Leading The Pack (58 pp., PDF, client access reqd.). Cowen partnered with Altman Vilandrie & Company to complete the study. The study relies on a survey sample of 551 respondents distributed across small, medium and enterprises who are using Public Cloud platforms and services today.  For purposes of the survey, small businesses have less than 500 employees, medium-sized businesses as 500 to 4,999 employees, and enterprises as more than 5,000 employees. The study provides insight on a range of topics including cloud spending trends, workload migration dynamics, and vendor positioning. Please see pages 5,6 & 7 for additional details regarding the methodology.

The more AWS and Azure compete to win customers, the greater the innovation and growth in public cloud adoption as the following key takeaways illustrate:

  • Existing Public Cloud customers predict spending will grow 16% year-over-year in 2017. Existing mid-market Public Cloud customers predict spending will increase 18% this year. SMBs who have already adopted Public Cloud predict a 17% increase in spending in 2017, and enterprises, 13%. Public Cloud providers are the most successful upselling and cross-selling mid-market companies this year as many are relying on the cloud to scale their global operations to support growth.

Public Cloud Spending, 2017

  • AWS dominates awareness levels with SMBs who have existing Public Cloud deployments, with Microsoft Azure the most known and considered in enterprises. Consistent with many other surveys of Public Cloud adoption, IBM SoftLayer scored better in enterprises than any other segment including SMBs (71% vs. 58%). Google Cloud Platform has its strongest awareness levels in SMBs, attributable to the adoption of their many cloud-based applications in this market segment. They trail AWS, Azure, and SoftLayer in the enterprise, however. Across all existing companies who have adopted Public Cloud, the majority are most aware of AWS and Microsoft Azure. The second graphic provides an overview of awareness across the entire respondent base.

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  • Microsoft is the most-used Public Cloud and the most likely to be purchased or renewed by 28% of all respondents. While AWS is the most reviewed Public Cloud across all respondents, Microsoft Azure is the most used. When asked which Public Cloud provider they are likely to purchase or renew, the majority of respondents said Microsoft Azure (28%), followed by AWS (22%), Google Cloud Platform (15%) and IBM SoftLayer (10%). The following graphic compares awareness, reviewed and use levels by Public Cloud platform.

Comparative Analysis Of Most Used Public Cloud Provider

  • Only 37% of current Azure users expect to add or replace their Public Cloud provider, compared to 53% of current AWS users and 50% of GCP users. The study found that approximately 40% of respondents expect to add or replace their cloud provider in the next two years, compared to 43% who predicted that last year. Companies who have adopted Microsoft Azure are least likely to replace/add other vendors, as only 37% of current Azure users expect to add or replace, compared to 53% of current AWS users and 50% of GCP users.

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  • AWS and Azure dominate all seven facets of user experience included in the survey. AWS has the best User Interface, API Complexity, and Reporting & Billing. Microsoft Azure leads all Public Cloud providers globally in the areas of Management & Monitoring, Software & Data Integration, Technical Support and Training &   Google Cloud Platform is 3rd on all seven facts of user experience.

user

  • 18% of workloads are supported by Public Cloud today with SMBs and mid-market companies slightly leading enterprises (16%). Overall, 38% of all workloads are supported with on-premise infrastructure and platforms, increasing to 43% for enterprises. The following graphic illustrates the percentage of workloads supported by each infrastructure type.

Infrastructure

  • 77% of existing Public Cloud adopters are either likely or very likely to add a SaaS workload in the next two years, led by mid-market companies (81%). SMBs (76%) and enterprises (73%) are also likely/very likely to add SaaS workloads in the next two years. The majority of these new SaaS workloads will be in the areas of Testing & Development, Web Hosting, and e-mail and communications.

Comparing

  • Cowen’s AWS segment model is predicting Revenue and EBITDA to have a five-year Compound Annual Growth Rate (CAGR) of 25% and 26.8% from 2017 to 2022. AWS Net Income is predicted to increase from $2.7B in 2017 to $8.2B in 2022, attaining a projected 24.5% CAGR from 2017 to 2022. Revenue is predicted to soar from an estimated $16.8B in 2017 to $51.5B in 2022, driving a 25% CAGR in the forecast period.
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4 Provocative Technology Optimization Quotes

4 Provocative Technology Optimization Quotes

Andy Mulholland, Constellation Research VP & Principal Analyst, leverages his experience as the former global CTO of CapGemini to offer insights about Technology Optimization. He often advises executives on how to communicate effectively and intelligently to boards of directors about AI, IoT, and unravels the complexities of the middle office, a new abstraction layer that has emerged. It is orchestrating systems of experiences as we move away from systems of engagement with new business models.

We provide weekly thought leadership quotes for anyone interested in non-mainstream, disruptive thinking from our seasoned Constellation analysts. The full archive remains accessible for our Constellation Executive Network members.

DOWNLOAD THESE ANALYST QUOTES

Technology Optimization - Andy Mulholland  |  VP & Principal Analyst | Constellation Research 

"AI may have a similar effect on office work as industrial automation brought to the factory floor."

"IoT will be a network of gateways between edge activity groups, not an Internet of routers connecting cloud data centers."

"The technology for digital business is stateless and loosely-coupled, not stateful and closely-coupled like IT."

"CAAST—the combined integration of Cloud, Apps, AI, Services and Things— is the underpinning technology driving change."

    

        

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5 Steps to Creating an Influencer Marketing Strategy For the Telecommunications Industry

5 Steps to Creating an Influencer Marketing Strategy For the Telecommunications Industry

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Are you interested in working with influencers to promote your telecommunications business? Wondering how to search and connect with the right influencers?

Influencers can help promote your brand to a broader, yet tailored, audience.

Watch this video learn the five steps to creating an effective influencer marketing strategy for the telecommunications industry.

The post 5 Steps to Creating an Influencer Marketing Strategy For the Telecommunications Industry appeared first on Sensei Marketing.

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Amazon Buying Whole Foods Market: Inside A Game-Changing Move for Retail

Amazon Buying Whole Foods Market: Inside A Game-Changing Move for Retail

Constellation Insights

In a stunner of a move, Amazon will pay $13.7 billion to acquire upscale supermarket chain Whole Foods Market. It's a move that will significantly change Amazon as a company and has implications for the future of retail, omnichannel commerce and supply chain practices. 

Once the deal closes in the second half of this year, it will be business as usual, with Whole Foods CEO John Mackey remaining in that role, and the chain's stores retaining their branding and supplier relations, according to a joint statement.

The companies' announcement emphasized Whole Foods' track record as a purveyor of healthy, fresh foods—67 percent of its business comes from fresh products—and with the deal Amazon gets a major jumpstart into the grocery business, which is estimated at nearly $700 billion in the U.S. alone.

Whole Foods logged about $16 billion in revenue last year, a small piece of the overall pie but much, much more than what Amazon has generated to date with its home-delivery grocery service. Whole Foods has been experimenting with grocery delivery through a partnership with Instacart, but that pact is undoubtedly doomed in light of this week's announcement. 

Amazon was reportedly planning to open as many as 2,000 Go stores, which use technology to eliminate the need for checkout lines and cashiers. But only a test store open to Amazon employees exists, with an announced 2017 launch yet to occur.

It's not clear whether Amazon will proceed with the smaller-store concept now, and has instead decided to buy an established grocery store player in Whole Foods, leveraging its brand, mitigating risk, and focusing on growing the delivery component.

Meanwhile, Amazon's vaunted supply chain expertise should be a boon for Whole Foods, helping it drive down costs than in turn could be passed on in lower prices. In turn, Whole Foods has something to teach Amazon about the perishable foods business.

Amazon can bring a vast amount of bleeding-edge technology to bear on Whole Foods' operations as well, but the grocer has already been working to upgrade its technology. It began partnering with Infor in 2015 to build a new cloud-based retail management ERP system, which will be used to consolidate a tangle of homegrown applications. (As it happens, Infor uses Amazon Web Services for its cloud infrastructure.) 

For one thing, Amazon has already built out an extensive network of distribution centers, but the addition of Whole Foods' more than 460 locations in the U.S., Canada and the UK instantly creates another concentric ring of distribution points, ones typically located in highly populated areas. 

No, Whole Foods won't be changing its name to Whole Warehouse. But it's easy to see how Whole Foods stores could include a countertop where shoppers could pick up Amazon packages, as well as make returns. Regarding the latter: Given storage and other logistical considerations, it's unlikely that these locations would handle returns on bulky items such as televisions or appliances. 

But clothing, on the other hand, would be an ideal candidate. Amazon is already poised to become the single largest U.S. clothing and accessory seller, with nearly $30 billion in clothing sales projected for this year. Amazon has also recently shifted toward higher-end apparel, a move that aligns well with the economic profile of many Whole Foods' shoppers.

While return rates for online clothing purchases will likely remain eye-watering, if Amazon customers know they can return clothes to a local store—while getting their food shopping done—they may be inclined to make more clothing purchases overall through Amazon.

Another possibility would see small, Amazon-branded retail shopping sections within Whole Foods' stores. The emphasis here could be on a frequently changing selection of high-margin, impulse buy items catering to the sensibilities of Whole Foods shoppers. 

Skeptics should note that many supermarket chains already house non-grocery related businesses, such as bank branches. Whole Foods itself has been steadily adding both quick-stop and full-service restaurants to its stores. It also stocks some housewares and home goods. 

Still, Whole Foods will still be primarily a grocery store after the deal closes, and Amazon's goal will be to grow its home-delivery business. Online grocery sales have been touted as the next big thing for well over 15 years, but it simply hasn't happened, as Amazon itself knows all too well. What's going to be different this time?

One challenge Amazon and other online grocery sellers have faced is the simple fact that consumers like to pick out their own perishables, particularly fruits, vegetables and meats. Delivery services provide convenience, but people do the picking for you. This will remain an inhibitor with Whole Foods customers, for whom part of the experience has always been the vast arrays of high-quality meat and produce found in the stores. 

Second, consumers don't want to pay more money for food purchased online. Rather, they want to pay less, just as they perceive to be the case with other online purchases. It costs money to pay workers to pick orders, and delivery drivers to make the deliveries, and the grocery industry's notoriously narrow profit margins don't care. 

Amazon has shown time and again it is willing to lose money in the name of gaining market share. Whether this will be the case with Whole Foods remains to be seen. Certainly, technological innovations could smooth the transition—automated checkouts like those found in the Go store could free up workers to handle delivery orders—but it's nonethless a vexing challenge that lies ahead.

This post was written on the same day Amazon and Whole Foods announced the deal. There will be much more to chew on in the weeks and months ahead, but one thing is for sure: Amazon has made yet another industry-changing move.

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Research Summary: The Future of Customer Experience (CX) is Orchestrated Engagement

Research Summary: The Future of Customer Experience (CX) is Orchestrated Engagement

Learn How To Overcome Functional Fiefdoms and Legacy Technologies In One Fell Swoop

Customer Experience (CX) software suites from technology providers aim to provide businesses with a seamless experience across marketing, sales and service, offering a single view of the customer. On the other hand, customers must deal with a fragmented CX technology stack that can contain upwards of 29 disparate point solutions (see Figure 1).

Figure 1. Elements of Orchestrated CX Engagement

The gap between what suite software can deliver and what customers already experience creates a new opportunity – orchestrating customer engagement. This entails balancing new and legacy technologies to enable agility and collaboration in customer journeys, deliver actionable insights, predict future outcomes and create continuous innovation. Constellation believes the future of CX is in orchestrating engagement.

This report examines the reasons why existing CX solutions struggle to meet customer expectations and shows how orchestrated engagement overcomes today’s challenges. It highlights use cases in healthcare and life science and provides recommendations on how to get started on orchestrating customer engagement.

Click here to purchase the report and get started on orchestrated customer engagement

Your POV.

Ready to transform end to end engagement?  Do you have a digital transformation strategy?   Looking to upgrade?  Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) org.

Please let us know if you need help with your Digital Business transformation efforts. Here’s how we can assist:

  • Developing your digital business strategy
  • Connecting with other pioneers
  • Sharing best practices
  • Vendor selection
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  • Providing contract negotiations and software licensing support
  • Demystifying software licensing

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Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy,stay tuned for the full client list on the Constellation Research website. * Not responsible for any factual errors or omissions.  However, happy to correct any errors upon email receipt.

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The post Research Summary: The Future of Customer Experience (CX) is Orchestrated Engagement appeared first on A Software Insider's Point of View.

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Unit4 Analyst Summit - New Architecture and Deep Verticals

Unit4 Analyst Summit - New Architecture and Deep Verticals

 
We had the opportunity to attend Unit4 bi yearly analyst conference in Boston, held on June 15th, 2017, at the Boston Seaport Hotel. The meeting was (very – see the #MRS rule on Twitter) well attended, similar to two years ago – with about 20+ analysts attending.

 
Here is the 1-2 slide condensation (if the slide doesn’t show up, check here):



 


Want to read on? Here you go: 

 
 
 
 
 

Always tough to pick the takeaways – but here are my Top 3:

The People Architecture is Real – Two years ago Unit4 shared its vision of self-driving ERP and a people oriented architecture. The platform is reality since a year, built on top of Azure and passionately using the Microsoft technology stack (e.g. Luis for the Assistant Wanda). Unit4 has almost finished moving its ERP product – Business World On to the new platform – with a goal to be done by fall (which I read by end of the year). With that Unit4 is on the most modern ERP platforms, when it comes to adopting a modern tech stack, running on a public cloud IaaS (Azure) and taking aggressively advantage of platform capabilities, e.g. shipping Wanda on the Microsoft platform before Microsoft has an assistant in its Dynamics product suite. It’s seldom partners outpace their technology stack providers.

 
Unit4 Holger Mueller Constellation Research
CEO Sieber 
The Battle for the Service Industry Front Office – Unit4 serves service industries. Its European DNA and lack of North American presence has forced it to acquire US businesses like Three Rivers for a better footprint in Higher Education. It also wants a slice of the PSA market, with the recent Assistance Software acquisition (that despite being of Dutch origins, has more customers in North America than Europe). Assistance Software runs on top of Microsoft Dynamics, making it a nice launchpad for many geographies were Dynamics is running. And Unit4 is investing into these offerings, e.g. the Student Information Systems (SIS) for Higher Ed has completely been rebuilt on the new People Architecture. And Assistance Software is in progress to integrate as well with Business World On as with Dynamics for ERP integrations.

 
Unit4 Holger Mueller Constellation Research
The Future at Work Vision


Prevero is an ace up Unit4’s sleeve – Almost a year ago Unit4 acquired German CPM / BI vendor Prevero. Integration is advanced and most importantly Prevero has now more developers than ever, helping to build out the product. The beauty about CPM / BI is that Prevero not only creates value for the install base of Unit4 – but also is a value proposition that Unit4 can take to complete new prospects. Provero e.g. still supports interfaces into SAP. The product is (surprise) in memory based, has an attractive UX and enough customer proof points to be taken more than seriously by prospective customers.

 
Unit4 Holger Mueller Constellation Research
The Platform
 


MyPOV


Unit4 has made good progress. Creating a new platform is never easy – and to keep the revenue stream up, during the transition is never easy. The common best practice is to acquire new companies that can create revenue growth during that time and that’s what Unit4 has done with Three Rivers, Command Software and Prevero. Surprisingly the vendor chooses not to address its progress and status of its ERP product – Business World On – but we asked for it (see above). CEO Siebert made the point that ERP is getting commoditized and that the differentiation happens in the Front Office. A fair point certainly, but end to end replacements happen as well. Unit4 customers should ask actively for the status of Business World On.

On the concern side Unit4 has its hands full. New platform, Business World On almost completely on it, new acquisitions to integrate and a new value proposition for customers. The good news for customers is that Unit4 is almost out the tunnel… It would be well advised to find a more aggressive go to market in North America in regards of its ERP products. More competition is good for customers and markets. And modern offerings are only modern … for so long.

But for now, good times are comong for Unit4 customers, the vendor is over the mountain in regards of platform and the benefits should be visible to customers soon: Modern ERP software for services industries. Stay tuned.

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Tech Optimization unit4

Salesforce Launches Einstein Analytics: What It Means

Salesforce Launches Einstein Analytics: What It Means

Constellation Insights

While the technology isn't entirely new, Salesforce's just-launched Einstein Analytics marks the next path forward in its AI and advanced analytics strategy. 

Previously branded as Salesforce's Wave analytics, the suite "adds a layer of artificial intelligence to the entire analytics workflow, automatically surfacing CRM insights and recommending actions to accelerate sales, improve customer service and optimize marketing campaigns," as the company puts it.

Salesforce has also rebranded its BeyondCore product as Einstein Discovery. It acquired BeyondCore, maker of an automated data analytics platform, last year. Einstein Discovery can analyze data from various sources, such as databases, Hadoop clusters and CSV files, and then derive insights displayed in dashboards it calls "stories," which include explanatory natural language narratives. The capabilities can help sales reps, agents, marketers and other roles improve customer interactions through predictive insights and prescriptive recommendations, Salesforce says.

Einstein Analytics also includes role-specific applications for sales, service and marketing. These existed prior to the rebranding, but going forward Salesforce plans to release more, including ones for industry verticals. It's also possible to build custom analytics applications with design, data preparation and data connection tools.

Salesforce is aligning Einstein Analytics with its Trailhead learning platform; there are a dozen modules available today there for developing analytic apps. It's also leveraging the ISV ecosystem in its AppExchange marketplace, which has generated more than 20 analytic apps so far, according to a statement.

All components of Einstein Analytics are generally available and pricing is as follows:

  • Sales Analytics and Service Analytics are $75 per user, per month.
  • B2B Marketing Analytics is $300 per month, for up to five users.
  • Einstein Discovery is $75 per user, per month.
  • Custom Einstein Analytics Apps are $150 per user, per month.

Salesforce first launched Wave in late 2014, but the analytics suite stumbled out of the gate due to factors such as complex packaging, high pricing and an architecture that was more like a traditional BI platform, not a set of plug-and-play applications. Salesforce ended up rebooting Wave the following year and attempted to remedy those problems.

Now, Einstein Analytics represents a third retrenchment of sorts, but one that will probably stick around for a while, given how much Salesforce has invested in the Einstein brand and underlying technology strategy.

"It made sense for Salesforce to consolidate all things analytics under the Einstein brand," says Constellation Research VP and principal analyst Doug Henschen. "As with Wave, Salesforce customers will Einstein Analytics to get beyond the basic reporting and data visualization built into Salesforce applications. Einstein Analytics supports deeper insight and analysis capabilities. Einstein Discovery adds automated insight, spotting trends, patterns and correlations of interest and offering recommendations with textual analyses that business users can understand. It’s a continuum of capabilities now all under the Einstein brand."

Now it remains to seen whether customers will find enough value in the Einstein Analytics suite, above and beyond Salesforce's core reporting and dashboard capabilities, to make what could be a substantial additional investment on top of their existing monthly rent. One sure way Salesforce can convince them is through numerous customer success stories; it still has several months to get some ready in time for Dreamforce.

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