Results

ManageEngine Launches Siebel Application Performance Monitoring

ManageEngine Launches Siebel Application Performance Monitoring

Manageengine

ManageEngine is expanding its portfolio of performance management tools to include Siebel. Its Applications Manager product will add support for Oracle Siebel, providing operational data to Siebel Administrators to ensure high availability and performance of Siebel applications.

ManageEngines-dashboardThe company will also be announcing new versions of its other products  OpManager, a network
and data center infrastructure management solution; Desktop Central, a desktop and mobile device management (MDM) solution; as well as Applications Manager.

ManageEngine will be exhibiting its new products along with the rest of its portfolio in booth 2327 at Interop Las Vegas being held March 31–April 4, 2014, at Mandalay Bay Convention Center in Las Vegas.

Worldwide, the company claims 90,000 customers — including most of the Fortune 500 — use its products to ensure the optimal performance of their critical IT infrastructure, including networks, servers, applications, and desktops. Another 300,000 plus administrators use the free editions of ManageEngine products. ManageEngine is a division of Zoho. To date, Zoho.com has launched 25+ online applications — from CRM to Mail, Office Suite, Project Management, Invoicing, Web conferencing .With offices in CA, Austin, Chennai, Yokohama and Beijing, Zoho Corporation serves the technology needs of more than 9 million customers worldwide.

The company can be followed on Twitter at @ManageEngine.

Tech Optimization Oracle Chief Information Officer

Most Wearable Devices Will Fail and the Name of the Category Will Change From Wearables to Sense-ables

Most Wearable Devices Will Fail and the Name of the Category Will Change From Wearables to Sense-ables

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If you were at CES, you could not have missed a new category of computing called "wearables." This category of devices can be described as the FitBit gone mad. Wearables currently come in three main categories: health trackers, watches and glasses. In each of these categories some if not all devices are pivoting to solving the world's biggest health problems.

Almost daily, I see a new wearable device launched, and while they all are minimally viable products, they continually get sillier and sillier. We are seeing everything from wearable necklaces (like necklaces were never wearable) earrings, shoes, clothing and many other bodily accruements being outfitted with small computers/biosensors, low voltage needs and high connectivity. Like clockwork, every new device no matter how silly, calls out to the world with press releases, tweets, YouTube videos and multiple pounds of the manufacturing firm's proverbial digital chest reckoning how disruptive some new wearable product is.

My observation is that we have bastardized the word disruption. Most wearables are disturbing mankind under the once well-intended charter of disruption.

While a minority of humans continue to wear these devices past the first few months of purchase, most folks (like myself) stop wearing after the nostalgia has worn off. I gave up my FitBit after about six months, my pebble watch in about six days and my Google GLASS, well I got over that bad boy in about six hours. I got over them the same way I got over my first CASIO watch, which doubled as a calculator in high school; said watch plus calculator was disturbing my life. Disruption does not have to disturb.

Good disruption is change without disturbance.

The hypothesis is simple, wearing something on my body that is not confortable, fashionable and delivering more value than it disturbs me is not a sustainable value proposition. So the big question is what will become of wearables? Clearly the movement of computing to the edge of the network will continue, and the connecting of things/biosensors that are not computers (Internet of Things) will continue. Wearables currently position themselves as trying to solve health's biggest problems.

Well, do I need to wear the solution to health's biggest problems 24/7, or can the solution simply sense me daily/weekly?

The solutions will become sensible, and may be called sense-ables

Just recently, Singularity University wrote on Forbes.com about the "new generation of revolutionary biosensors that contain the power of clinical lab instruments in packages that are light, small, wireless and highly efficient." The Human API calls for "Sensoring" all suggesting it is the sensing and sensors that matter, not where or how they are embedded/worn/adorned.

During a Hacking the Future episode, John Nosta from Forbes.com and I landed on the construct of "implantables" or more eloquently as John coined it "dermals." Implantables and/or dermals will do the complete opposite of what current wearables do, instead of "disrupting/disturbing" they will be dormant, unnoticeable, behind the scenes and sensing passively. Experts will argue that the problem with sense-ables are they do not provide a "stream" of 24/7 health information, instead they will probably provide a single point of time (SPOT) measure of health.

Here are some examples of sense-ables.

 

  • Cars -- the steering wheels, the seats.

  • Bathrooms -- mirrors, toilets, toothbrushes, shower drains (for heavens sake we have scales in there already).

  • Bedrooms -- pillows, mattresses, sheets.

  • Offices -- chairs, pens.

  • Pharmacies -- think about a "sensing room" where you go in and submit your data in 2-5 minutes.


So what about "streaming health" thought?

More and more we incorrectly call out for a "stream" of health information. I am guilty of this as well, here is an outdate version of my thinking around "streams" of health information. But do we need health data to "stream" to solve health's biggest problems? Are we over-solving? Over-engineering?

We are getting the data part of heath completely wrong.



  1. For most, a stream of personal health information from a clinical perspective is only marginally more valuable than a SPOT read of your vitals daily, or weekly (unless you need ICU type monitoring). This means embedded sensors that can sense me daily or weekly are enough to improve health exponentially without me having to "wear" a lab on me designed to stream my health.

  2. More data does not automatically mean more likely personalized medicine. Yes, we are seeing the call for me-dicine, but outside of some therapeutic classes such as oncology and a handful of others, we may never get to personalized medicine; we may never need to. We may get to personalized medicine for groups, demographics, genders, age and body types, but the commercial investment to make a pain killer designed with my "health fingerprint" in mind is just silly.

  3. The data from the human body is imperfect, and we need to focus on developing cognitive computing that "heals" the health data from human bodies before we can use it to make clinical conclusions. Otherwise, we will have false diagnosis driving global hypochondria. Until then, where the power of data from the sick can be beneficial, is where we can study health data from crowds (or in crowds) and use analytics to extrapolate from crowds (or of crowds). We will only benefit from an "index of health data" from a crowd over a stream from a person until we develop cognitive computing to heal imperfect health information sourced from imperfect human bodies.

  4. Innovations that see massive adoption eventually driving revolutions are those that help the lion's share of society. The mobile phone drove a revolution of hyper-adoption because it is difficult to debate that it does not improve every human life it touches. My CASIO watch plus calculator from high school never drove a revolution because its adoption was ring-fenced to a small population. Most human beings will live exactly the same lives we live today, even if they wore a hundred wearable devices daily, the value of wearing a lab on the body to stream health information for exponential health value is ring-fenced to a small (but albeit unfortunately unhealthy or sick) population of society. Most of us only need SPOT measures of our health to improve our health outcomes exponentially.


There are simply too many simpler ways to solve the problem wearables are all trying to solve -- which is capturing a stream of imperfect health information and hoping for personalized medicine as a result for every human, and too many holes in the argument that they will drive a revolution. Fad for sure.

Be sensible -- build a sense-able, not a wearable.

 

New C-Suite Innovation & Product-led Growth Google Chief Customer Officer Chief Marketing Officer

Briefings this week: March 24 - 28

Briefings this week: March 24 - 28

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Here's who I'm speaking with this week:

Monday

Tuesday - Wednesday

Friday

  • BearingPoint
  • LittleBird

As a reminder, I'm interested in hearing from companies that enable customer experience management, provide marketing services (including agencies and consultancies) and support innovation agenda items.

If you are interested in briefing Constellation Research on your marketing technology, visit the Contact Us form.

 

 

 

Marketing Transformation Chief Executive Officer Chief Marketing Officer

Research Report: Digital ARTISANs - The Seven Building Blocks Behind Building A Digital Business DNA

Research Report: Digital ARTISANs - The Seven Building Blocks Behind Building A Digital Business DNA

Shift to Digital Businesses Requires A Transformation Of Leadership And Organizational DNA

The discussion about digital business often goes deep into the five pillars of digital technologies.  In fact, the convergence of these pillars have spawned the latest and trendiest iterations of technology from enabling the sharing economy to 3D printers to wearables that drive sensor and analytical ecosystems.  As organizations contemplate how these broad based digital business trends will disrupt existing business models, leaders can apply Constellation’s Futurist Framework and consider dimensions from the political, economic, societal, technological, environmental, and legislative (PESTEL) angles.  However, even after much planning, astute CXO’s from market leading and fast follower organizations quickly realize that technology and process alone is not enough to transform their organization’s DNA inside the organization.

It’s Still The People, Stupid!

Despite robots potentially taking over by 2020 (snark), people still play a key role in the success of digital business transformation.  In the shift from selling products and services to promising outcomes and experiences, information flows faster.  Every node and person in the digital network must react more quickly, yet also needs to be more intelligent.  Success comes faster but so does failure.  Thus, both the seduction of massive success and the fear of facing massive failure provides a great catalyst to design, influence, infuse, or transplant the proper digital DNA.

The DNA Of Digital Artisans Blend The Intelligence Of Quant Jocks With The Co Innovation Skills Of The Creative Class

Organizations must assess their innate ability to thrive in a digital business environment.  These skills go not only beyond the quant jocks who deliver hard science and engineering prowess, but also beyond the creative class who can co innovate and co-create on demand.  Consequently, organizations are rethinking the attributes a digital business should employ and embody.

The Bottom Line: Rise Of Digital Artisans Required For Organizational Transformation

Short of having every leader emerge as the Chief Digital Officer, the new war for talent will focus on attracting, developing, and retaining digital artisans.  Concurrently, a market will develop for  those who can spread the digital business gospel and infuse digital artistry into organizations.  While there are many attributes a digital business should embody, seven building blocks behind digital ARTISANS embody the digital DNA required for success:

  • (A) Authentic: stay true to the organization’s mythology and brand
  • (R) Relevant: deliver contextual personalization at scale
  • (T) Transparent: operate with an understanding that everything eventually becomes public
  • (I) Intelligent: adapt to self learning, smart systems, that anticipate need
  • (S) Speedy: infuse responsiveness in digital time
  • (A) Analytical: democratize decision making with all types of data
  • (N) Non-conformist: espouse disruptiveness in the creation and innovation of new ideas

Your POV.

Ready for digital disruption?  Do you have a digital artisan DNA?  How did you get there? 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
  • Building a Digital ARTISAN program
  • Connecting with other pioneers
  • Sharing best practices
  • Vendor selection
  • Implementation partner selection
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing
Resources

Reprints

Reprints can be purchased through Constellation Research, Inc. To request official reprints in PDF format, please contact Sales .

Disclosure

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.

Copyright © 2001 -2014 R Wang and Insider Associates, LLC All rights reserved.
Contact the Sales team to purchase this report on a a la carte basis or join the Constellation Customer Experience

 

Data to Decisions Future of Work Marketing Transformation Matrix Commerce New C-Suite Next-Generation Customer Experience Tech Optimization Innovation & Product-led Growth Revenue & Growth Effectiveness SoftwareInsider Leadership ML Machine Learning LLMs Agentic AI Generative AI Robotics AI Analytics Automation B2B B2C CX EX Employee Experience HR HCM business Marketing Metaverse developer SaaS PaaS IaaS Supply Chain Quantum Computing Growth Cloud Digital Transformation Disruptive Technology eCommerce Enterprise IT Enterprise Acceleration Enterprise Software Next Gen Apps IoT Blockchain CRM ERP finance Social Healthcare VR CCaaS UCaaS Customer Service Content Management Collaboration M&A Enterprise Service Chief Customer Officer Chief Executive Officer Chief People Officer Chief Information Officer Chief Marketing Officer Chief Digital Officer Chief Technology Officer Chief Data Officer Chief Analytics Officer Chief Financial Officer Chief Operating Officer Chief Revenue Officer Chief Information Security Officer Chief Experience Officer

Roundup Of Cloud Computing Forecasts And Market Estimates, 2014

Roundup Of Cloud Computing Forecasts And Market Estimates, 2014

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By 2018, CIOs expect it to play a critical role in enabling their organizations strategic vision according to IBM’s latest study, Moving from the back office to the front lines – CIO insights from the Global C-suite Study. The IBM study and recent cloud computing forecasts and market estimates illustrate how quickly CIOs’ roles are changing.

CIOs in high performance enterprises are increasingly seeing the world much more like their CEO counterparts.  Both are now focusing more on how cloud computing can improve customer engagement and operational performance while anticipating market and macro-economic factors.  IBM’s study provides a glimpse into their Institute for Business Value’s 1,600 face-to-face conversations with CIOs from 70 countries and 20 industries worldwide.

Here are the key take-aways from the report including an infographic summarizing key points of the study:

  • Cloud computing has rapidly accelerated from 30% of CIOs mentioning it as a crucial technology for customer engagement in 2009 to 64% today.
  • 67% of CIOs IBM interviewed are actively looking into how cloud technologies can better serve and collaborate with customers.
  • 84% of CIOs are focusing on mobility solutions to support closer customer engagement, 83% are evaluating business analytics and optimization and 64%, cloud computing.   The following graphic shows a comparison of how priorities have changed between 2009 and 2013.

ibm study

  • CIOs in outperforming enterprises are nearly twice as likely as their peers (59% versus 31% for underperformers) to have a cohesive strategy for uniting the digital and physical elements of their businesses.  One respondent CIO from a banking firm in The Netherlands stated that “We want to create an integrated, 24/7 customer experience across channels and services.”  The following infographic summarizes key points of the analysis.

infographic  on CIOs new boss

  • Cloud-related tech spending by businesses is forecast to triple from 2011 to 2017 according to IHS Technology.  By 2017, enterprise spending on cloud computing will amount to a projected $235.1B, triple the $78.2B spent in 2011 according to the research firm’s analysis.  In 2014, global business spending for infrastructure and services related to the cloud will reach an estimated $174.2B, up 20% from the amount spent in 2013. Source: Cloud- Related Spending by Businesses to Triple from 2011 to 2017.  

cloud spending soars

  • Centaur Partners predicts that total SaaS revenue will shift from just over 10% of the total enterprise software market in 2010 to just over 16% by 2015, and predict that SaaS and cloud-based business application services revenue will have grown from $13.5B in 2011 to $32.8B in 2016.  The following graphic is from their latest SaaS Market Overview presentation.

centaur partners

cloud focus of investment

Cisco cloud traffic

  • Bain & Company predicts that direct spending on hardware, software and services could top $70B by 2017 based on the proliferation of the Internet of Things (IoT).  The research brief, Is your company ready for the Internet of Things? predicts that companies that can capitalize on mobility, analytics and cloud computing will have the highest probability of success.  Bain & Company also presented their taxonomy of market growth by enterprise spending category below, projecting software and applications will generate $180B in sales by 2017.

Bain & Company Taxonomy

  • IDC is predicting that the cloud software market will surpass $75B by 2017 attaining a five year compound annual growth rate of 22% in the forecast period. IDC also found that current organizations using the cloud expect to spend 53.7% of their IT budget on cloud-based applications and platforms in the next 24 months.  Major benefits of the cloud for IT operations include reducing the size of the IT budget, improving IT staff productivity, and simplifying and standardizing IT infrastructure.  For other departments, benefits include improved resource utilization, enabling business units to control IT solutions more directly, and launch revenue generating services faster with more efficient time-to-market strategies. These findings are from the Cisco infographic based on IDC research data titled Midsize Enterprises Leading The Way With Cloud Adoption.

Accenture infographic


 

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News Analysis: Gainsight Spring 2014 Release Targets Large Enterprises Making The Transition To #DigitalBiz

News Analysis: Gainsight Spring 2014 Release Targets Large Enterprises Making The Transition To #DigitalBiz

Customer Success Management Pioneer Adds Key Functionality For March 2014 Release

On March 18th, Mountain View, CA based Gainsight announced the Spring 2014 release of its customerssuccess management platform.  Led by CEO Nick Mehta, the cloud software vendor has received over $29M in funding from key investors such as Bain Capital, Battery Ventures, Capital Innovators, Cultivation Capital, Silicon Valley Bank, and Summit Partners.  In addition to the latest release, the company added two industry veterans Sherif Botros from SAP as Chief Data Scientist and Puja Ramani from Facebook as Director of Product Management and Analytics.

Five key features designed for the largest of enterprises were announced for the Gainsight Spring 2014 release and include:

  • Support for sponsor tracking with LinkedIn and InsideView. New feature takes contacts listed in a client's CRM system and monitors status changes in InsideView and Linkedin.  Known as Gainsight Sponsor Tracking, the feature also adds relevant news, events, and CRM intelligence.  These additional, external data points factor into a holistic customer health score that includes usage, support, engagement, and and other relationship health metrics..

    Point of View (POV): A top root cause for churn is an executive sponsor's departure.  The automated system serves as an early warning indicator when status changes for key contacts to help provide the advantage of time and insight when protecting renewals and future upsell.  The feature also locates potential advocate or customers to on board.
  • Delivery of a Salesforce1 mobile app .  The Gainsight Salesforce1 Mobile App integrates natively with Salesforce (see Figure 1).   The Gainsight offering allows users access on Android and iOS phones and tablets.  Alerts, tasks, customer health data, and survey feedback are integrated with Salesforce system data.

    (POV): Mobility tops this year's list of key enabling digital technologies in almost every Constellation survey.   Customers can take advantage of in-between and wait times to update customer health and fill notes via the application.  Many existing customers expect that this feature will improve team productivity from 10 to 25%.

Figure 1. Gainsight Delivers a Native Integration To Salesforce1

  • Release of  Gainsight Success Snapshots. As a new data visualization publishing feature, the solution helps clients build and publish data filled presentations, executive updates, and QBR reports.  Users can populate presentations with customer queries or templated reports.

    (POV): Customers seek not only good reporting tools, but also consumer grade user experience and ease of use. Data visualization tools play a key role in effectively democratizing the data to decision process among stakeholders championing customer success.
  • Introduction of Gainsight Home. The personalized dashboard aggregates relevant information and enables team collaboration (see Figure 2). Gainsight Home allows customer success managers to configure relevant data and workflow views.

    (POV): Gainsight Home provides personal analytics for the customer success manager.  Reports and dashboards can be customized.  Upcoming tasks can be tracked and monitored.  The system enables the benchmarking of performance and customer success manager career development and advancement.

Figure 2. Gainsight Home Provides Personalized Dashboards

  • Launch of enterprise permissions to support collaboration. Gainsight Enterprise Permissions allows admins to define role based security.  Key permissions include create, edit, delete, and publish for objects such as customer and company data, surveys, and blended data reports.

    (POV): The capability provides an initial step to delivering enterprise class security.  Organizations having to address compliance now have a baby step towards risk mitigation.  More enterprise class features will be needed going forward as the customer success manager role expands into the enterprise.

The Bottom Line: The Recurring Revenue World Depends On Top Notch Customer Success Management

The customer success management movement gains traction as the shift from traditional business models to digital business models requires leaders to prioritize efforts to grow recurring revenue.  Top notch customer success management automates the monitoring of key factors driving churn risk, provides the predictive analytics to anticipate risks, and shares best practice playbooks to improve success.  Organizations must successfully master customer success management in order to drive down churn, build up-sell and cross-sell opportunities, and successfully engage customers across a continuum of customer experience.

Your POV.

Ready to add customer success management?  Have you improved outcomes with a forma Customer Success Management program.  Are you embarking on a digital business transformation?  Let us know how it’s going!  Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) com.

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

  • Assessing customer centricity readiness
  • Developing your digital business strategy
  • Connecting with other pioneers
  • Sharing best practices
  • Vendor selection
  • Implementation partner selection
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing

Related Research:

Reprints

Reprints can be purchased through Constellation Research, Inc. To request official reprints in PDF format, please contact Sales .

Disclosure

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.

Copyright © 2001 -2014 R Wang and Insider Associates, LLC All rights reserved.
Contact the Sales team to purchase this report on a a la carte basis or join the Constellation Customer Experience

 

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Ceridian makes a lot of progress – but the road(map) is long

Ceridian makes a lot of progress – but the road(map) is long

We had the opportunity to catch up with the Ceridian executive team for a full day of briefings. And it was packed full of information – in an interactive format, with Dave Ossip emceeing and the executive team sharing their respective parts on the progress since the last user conference of July 2013 in Orlando.


 



Here are my top 3 takeaways from the briefings:

  • Steady roadmap execution – It is 2 years ago now that Ceridian acquired Workbrain and with that a very good workforce management product and a talented management and product development team. And those 2 years have been used well – Dayforce today is a complete HR Core system, with very good payroll support for Canada, UK (here through its Horizons product) and USA, maintaining and extending its strong Workforce Management DNA.

    Moreover, Dayforce now has a good first version of recruiting, with all the benefits of being integrated with its core HR system. More importantly even, Ceridian has delivered what it promised last year, a key achievement to create confidence in the market and its install base that the transformation from a venerable payroll and benefits player to a global HR application vendor is in full progress.

    Ceridian also deserves kudos to share the roadmap of Dayforce till 2016 – a common best practice in the enterprise software market – but no other vendor has given that long of an insight into their plans. The main additions between now and 2016 will be functional deepening (e.g. Absence Management for HR Core) of all modules, more global support (e.g. adding Payroll support for more countries), and the addition of all Talent Management functions (next to Recruiting, Performance Management, Compensation Management, Succession Management and Career Pathing).

    Additionally Ceridian plans to add a fully statutory compliant Document Management capability for HR purposes, an improved Business Intelligence product and (very soon) an improved user interface. So the work is carved out for the next two handful of calendar quarters.
     
  • Payroll Innovation – Less than a handful of payrolls have been built from scratch in the 21st century – and Dayforce is one of them. The interesting news is, that Ceridian did not go for a simple re-write but put a lot of experience and some of the Workforce Management DNA into the new product. So payroll runs instantly, whenever e.g. time data changes. It can run on end user request, interactively. Dossip even mentioned the vision to change payday loans. All important payroll innovations for the more flexible, project based workforce that will be key for the 21st century are with that considered in the foundation of the Ceridian payroll. Additionally incentivizing work decisions (e.g. do people want to take a shift when they see what they have earned till today – or not) becomes possible.

    It is always exciting to see when enterprise software capability exceeds current practice requirements. But only what not is - can be, and in this use case I think Ceridian is very close to future payroll best practices.
     
  • Global Focus – While Ceridian was always known to work beyond North America, e.g. with a strong presence in the UK – there is now a clear ambition to go beyond these countries, with a goal to reach 15 priority countries. Ceridian is confident to be able to tackle more complex European payrolls such as Germany and France in a matter of few months. Thanks to object oriented inheritance mechanisms as part of the inherent payroll (and overall system) architecture on the technical side and a slowly increasing standardization by the European Union on the business side - there is a good chance Ceridian can deliver to this.

    Beyond the priority countries Ceridian will do what all vendors do once the product coverage is exhausted – partner with the payroll aggregators and local payroll vendors. The company seems committed to some best practices – as e.g. always having at least two partner options per country. And in the global team, close to 50% of resources are only dealing with selecting, managing and testing partner solutions. Kudos to Ceridian to go after these markets – as it pits them against larger and more established competitors beyond its traditional three strong markets. The market dynamics around adding local payroll support and global payroll capabilities is only unfolding now. 

It’s is important to notice that Ceridian is more than a HCM software vendor – as it provides not only its traditional payroll and tax services, but also benefits and EAP, Work-Life products. That makes Ceridian a vendor with interesting co-opetition relationships in the market place, something to keep in mind when looking at Ceridian.

Time ran out to quiz Dossip and team around programming language, customizing options, end user configurability, localization, databases uses, scalability and data center strategy – all topics that Ceridian needs to master successfully in order to keep executing successfully. All not trivial challenges. More briefings and reports back to you to come – hopefully soon.


MyPOV

Remarkable progress by Ceridian in the last three quarters. The company keeps deepening existing functionality and has established its first functional beachhead into Talent Management with a solid Recruiting module. That is timely as the fight for talent has heated up for most enterprises and competitive talent acquisition is a key selection and operating criteria for HCM enterprise products. Kudos to Ceridian for delivering and for presenting a roadmap to complete Talent Management and adding some differentiating products like (PII and other HR legal statutory compliant) Document Management by 2016.

If Ceridian executes equally well on refreshing its user interface and on the global functional and infrastructure extension – it will be an even more formidable competitor and a very attractive partner for HCM executives - than it already is today. Ceridian’s strong WFM DNA in Dayforce should play into its hands with expected changes in the future of work – moving to more project based, hourly engaged, often contingent workforce.



Also on Ceridian


  • Ceridian transforming itself and with that the game – read here


And unrelated to Ceridian - but how important payroll can be for HCM innovation:



  • Could the paycheck reinvent HCM - yes it can - read here
  • And suddenly... payroll matters again - read here

 

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Three Wildfire alternatives

Three Wildfire alternatives

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Wildfire_smm_guide

I've spoken with two vendors this week that are experiencing an influx of inbound interest based on Wildfire's impending shutdown.

I'm also discovering that not all buyers are ready to commit to the idea of a massive integrated social business platform.

If you find yourself in a position to explore Wildfire alternatives, here are a few choices to consider:

I did not find any public statements from Hootsuite, Adobe, Oracle, or Salesforce regarding Wildfire.

 

 

New C-Suite Marketing Transformation Chief Marketing Officer

Purposeful Collaboration with Microsoft Yammer and Dynamics

Purposeful Collaboration with Microsoft Yammer and Dynamics

Below is the recording of my session at the SharePoint Conference 2014 that explains how collaboration should not be a stand-alone process but rather integrated with the business tools people use to get their jobs done. Towards the end I interview Steve Novoselac, Technology Director at Trek Bikes about their use of collaboration tools.


 

New C-Suite Future of Work Data to Decisions Innovation & Product-led Growth Marketing Transformation Next-Generation Customer Experience Digital Safety, Privacy & Cybersecurity SharePoint Microsoft AR Chief People Officer Chief Marketing Officer Chief Customer Officer

Progress Report - Good start for VMWare EUC – time for the 2nd inning

Progress Report - Good start for VMWare EUC – time for the 2nd inning

We had the opportunity to catch up with the VMWare End-User-Computing (EUC) management team at their analyst meeting in Boston. Very good meeting and great chance to feel the pulse of the EUC products.
 
 
Here are my top 3 takeaways
 
 
  • What a difference a year makes – A year ago some pundits were seeing the end of the ‘other’ portfolio investments VMWare had done beyond core virtualization, with dis-investitures looming overall and some of them even happening. But change starts with people and with installing Sanjay Poonen, the dynamics changed for the better: With two rapid acquisitions (Desktone and AirWatch), getting top talent from the competition (Shultz and Dhawan from Citrix) – both the team in charge and its product capabilities look much better than a year ago. The vision where the team wants to take the portfolio is compelling and with shipping its DaaS offering before Amazon (where WorkSpaces is still in limited availability) it had a significant early win.
     
  • Compelling vision – but work remains – VMware’s executives described a comprehensive and compelling vision where they want to take the EUC portfolio. The recent acquisitions have already lead to a directional harmonization in little time, but we found the AirWatch direction particularly compelling. On the technical side, the new EUC division CTO Colbert showed a significant abstraction architecture that looked complete with all moving pieces nicely tucking in. Needless to write it will be significant work to make it real.
     
  • DaaS needs data centers – It was good to see the management team acknowledging that desktop business is a cost business. Since we know, and for all of the foreseeable future – costs for operating end user devices are coming down. Vendors with the more cost effective infrastructure will be better positioned. And EUC products brings a stable and pretty predictable load to infrastructure build out plans – which ultimately materializes in data centers. And here not only the EUC future – but the overall VMware strategy is of concern, which (so far) has only shown a remarkably slow pace (even though VMware just announcedtheir first data center outside of the US – in the UK).

 
In general DaaS products are interesting from two angles: For one they are a key driver for data center load, solve a perennial IT problem and it looks like network availability and bandwidth issues of the past can be overcome now. For the other they are key to change the way how people work and interact with their devices. Having your desktop with you all the time, cross device and ideally with the option of state full transfer coupled with desirable data synchronization - is a very powerful technology that will enable new business practices.
 

MyPOV


Good progress by VMware on EUC, an energized team is in place, early success has happened and now it’s time for the real integration and product work to start. More acquisitions are more likely than not and the EUC team has to come up with an adaptive and accommodating architecture. And while the hybrid delivery capability has its merit, and VMware’s huge partner network is an asset, both split overall compute load. And there VMware - beyond EUC – needs to make its plans clear – better sooner than later. 

 

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