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Google to Acquire Looker: First Salvo in a New Round of BI and Analytics Competition

Google to Acquire Looker: First Salvo in a New Round of BI and Analytics Competition

Google announced May 6 its intention to acquire Looker, in a $2.6 billion, all-cash deal that will see the business intelligence, data applications and embedded analytics vendor become, upon the close of the deal, part of the Google Cloud. The move is not totally unexpected, as Looker was a close partner with Google, but it's the first shot that will likely see Google buy more and, most likely, a competitive response from Amazon Web Services.

Looker competes with BI and analytics vendors ranging from IBM, Tableau, Qlik and Microsoft PowerBI to Microstrategy, Oracle and SAP. Looker's strengths include its centralized data-modeling and governance, which promotes consistency and reuse. It runs on top of modern cloud databases, including Google BigQuery, AWS Redshift and Snowflake. There's speculation that Snowflake, which is currently independent, might be a next aquisition target for Google.

Looker has been a significant partner for Google, and with each delployment, customers bring significant amounts of data for analysis onto the Google Cloud. The model for Google going forward is likely to be similar to the way Microsoft promotes Power BI at competitive prices, knowing that there's a payoff in bringing more data onto the cloud platform, making it stickier and driving ongoing storage fees.

With Microsoft promoting Power BI and Google soon promoting Looker, watch for AWS to respond by building or buying an analytics and BI offering that's more attractive and comprehensive than QuickSight, which has thus far, in Constellation's estimation, failed to capture much marketshare.

Established BI and analytics vendors have already been responding to the competitive pressure of Power BI by diversifying and deepening their capabilities, variously adding data-management, data-prep, data catalog, and advanced analytics capabilities. Competitors to Looker will point out that LookML coding is not exactly business-user friendly. What's more, the company has not pursued much in the way of augmented analytics or advanced analytic capabilities, though these are strong suits for Google where it could advance Looker functionality. What's more, Looker is dependent on the underlying database for performance, and customers running on Redshift or other clouds may have concerns about the acquisition by Google.

Google's move will surely spark even more intense competition, and perhaps consolidation among BI and analytics vendors.

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Identity is dead

Identity is dead

First published April 2018. 

For at least five years there has been a distinct push within the identity management industry towards attributes: a steady shift from who someone is to what they are.  It might have started at the Cloud Identity Summit in Napa Valley in 2013, where Google/PayPal/RSA veteran Andrew Nash, speaking on a panel of “iconoclasts” announced that ‘attributes are more interesting than identity’.  A few months earlier, the FIDO Alliance had been born. On a mission to streamline authentication, FIDO protocols modestly operate low down the technology stack and leave identification as a policy matter to be sorted out by implementers at the application level. Since 2013, we’ve also seen the Vectors of Trust initiative which breaks out different dimensions of authentication decision making, and a revamp of the US Federal Government Authentication Guide NIST SP 800-63 which decomposes the coarse old Levels of Assurance

Across cyberspace more broadly, provenance is the hottest topic.  How do we know what’s real online? How can we pick fake accounts, fake news, even fake videos?

Provenance in identity management is breaking out all over, with intense interest in Zero Knowledge Proofs of attributes in many Self Sovereign Identity projects, and verified claims being standardised in a W3C standards working group. 

These efforts promise to reverse an inexorable complication. Identity has long been over-analysed and authentication over-engineered.  The more strongly we identify, the more we disclose, and the unintended consequences just keep mounting.  

Yet it doesn’t have to be so. Here’s what really matters:  

  • What do you need to know about someone or something in order to deal with them?
  • Where will you get that knowledge?
  • How will you know it’s true?

These should be the concerns of authentication.  It’s not identity per se that usually matters; instead it’s specific attributes or claims about the parties we're dealing with. Furthermore, attributes are just data, and their provenance lies in metadata.

The conventional wisdom in IDAM now is that few transactions really need your identity.  So why don’t we just kill it off?  Let’s instead focus on what it is that parties really need to know when they transact, and work out how to deliver that knowledge in our transaction systems.

IDAM has been framed for years around a number of misnomers. “Digital identity” for instance is nothing like identity in real life, and “digital signatures” are very strange signatures.  Despite the persistent cliché, there are no online “passports”.

But the worst misnomer of all is the Identity Provider, an abstraction invented over a decade ago to try and create a new order (dubbed at the time, the "Identity Metasystem").  Now, I agree in theory that bank accounts for example may be regarded as “identities”, and it follows that banks could be regarded as “identity providers” (IdPs). But these conceptual models have proved sterile. How many banks in fact see themselves as “identity providers”? No IdPs actually emerged from well-funded programs like Identrus or the Australian Trust Centre, and only one bank ever set up as an IdP in the GOV.UK Verify program. If Identity Providers are such a good idea, they should be widespread by now in all advanced digitizing economies!

The truth is that Identity Providers, as imagined, can’t deliver. Identity is in the eye of the Relying Party. The state of being identified is determined by a Relying Party (RP) once it is satisfied that enough is known about a data subject to manage the risk of transacting with them.

Identity is metaphorical shorthand for being in a particular relationship, defined by the RP (for it is the RP that carries most of the risk if an identification is faulty).  Identity is not the sort of good or service that can be provided; it is a state that is defined and conferred by RPs. The metaphor of identity provision is all wrong; canonical Digital Identity is a false idol.

We hardly ever need to know "who people are" online (or in real life for that matter); we just need to know certain specifics about them. So let’s get over identity, and devote our energies to critical infostructure to supply the reliable data and metadata so urgently needed for an orderly digital economy.

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Recap - Telemedicine panel at So.Cal HIMSS

Recap - Telemedicine panel at So.Cal HIMSS

I had the opportunity to moderate the telemedicine panel at the Southern California HIMSS event on 5/23/19. We had an outstanding list of panelist:

Zia Agha, MD, Chief Medical Officer & EVP, Clinical Research, Medical Informatics & Telehealth, West Health

William Jih, MD, MBA, Medical Director, Population Health & Strategy, Loma Linda University Medical Center

Michael Pfeffer, MD, FACP, Assistant Vice Chancellor and Chief Information Officer for the UCLA Health Sciences

Omid Toloui, MBA, MPH, Vice President, Digital Health, CareMore

 

Virtual Care Trend

  • Five years ago, it would have been a differentiator if you had a virtual care service offering, now it is an expectation from the patient community.
  • Roughly 14% growth in Telehealth adoption.
  • Poll from MGMA in 2018  - 39% of physicians do not offering telehealth option.  There are still a lot of doubters in the physician community.
  • Technology is the easy part of the telemedicine program design.

Challenges with Virtual Health programs

  • Health systems do not have a consistent workflow designed for telemedicine, departments specialties utilizing the telemedicine solutions are all unique, making it difficult when creating the telemedicine technology solution.
  • Physicians are still skeptical about using a computer screen to diagnose the patient.
  • Physicians feel that the loss of touch and senses hinders their ability to make the best clinical decision. 

Chou’s Overview:

  • Telemedicine should be used to augment care. The medical community has to understand that technology is not going to be a replacement for clinicians.
  • Lack of education on telemedicine training.  The use of technology must be incorporated into the medical school curriculum as we live in the digital world.   Next generations of caregivers are digital natives, and they expect that the use of technology to be pervasive in providing care.  Currently, the medical school curriculum does not have a focus on how the use of technology for physicians.
  • Key concerns still exist with uncertainty around reimbursement and physician skeptics, which does not help with adoption.
Tech Optimization Data to Decisions Future of Work Innovation & Product-led Growth Next-Generation Customer Experience AR Chief Executive Officer Chief Financial Officer Chief Information Officer Chief Digital Officer

SAP #SAPPHIRENOW - Healthcare CIO POV

SAP #SAPPHIRENOW - Healthcare CIO POV

 

 

Great event at SAP SAPPHIRENOW with an emphasis on customer experience and the integration of Qualtrics.  The integration of Qualtrics will be the key.  Where is Qualtrics used in healthcare currently?  The healthcare clients that I have spoken to are utilizing Qualtrics mostly for HR employee engagement and surveys for the research department.  The next phase for Qualtrics is to persuade the health system to use the platform from a patient/customer engagement tool.

What’s next for SAP and the Healthcare CIO?

  1. ERP optimization is a big theme for healthcare provider systems.  Every hospital system in North America is going through an evaluation of their ERP system.  Organization are looking to either upgrade their current system or evaluating a potential change to the next generation cloud platform offering.  This is an opportunity for SAP to grab the healthcare ERP industry, but the challenge is that SAP is not currently on the shortlist for the North American healthcare provider CIOs at the moment.
  2. SAP Intelligent Enterprise.  SAP business object has a great presence throughout the healthcare industry.  The key is to convert these customers to the intelligence platform and will the North American healthcare providers trust SAP as the data platform of choice.

3. Global Healthcare Market.  SAP has done a great job globally in healthcare.  Great customers in the UK, EU, and China has allowed SAP in growing incrementally globally.  I have seen a few healthcare organizations utilize SAP as the main clinical and back office system and that momentum may continue to grow as they focus on building out the platform more.  

 

 

 

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Qlik #Qonnections – CIO Point of View

Qlik #Qonnections – CIO Point of View

Big Announcements

  • Qlik SaaS and Multi-cloud offering. 
  • Attunity acquisition and platform integration.

Healthcare CIO Point of View

  • When we think of Qlik, it is still a BI platform while the company’s strategy is to transform Qlik to be a data platform.

  • I like the Attunity acquisition because the challenge for every organization’s data transformation is the data integration effort. Hopefully, Attunity will deliver the results as promised.  The key challenge for healthcare providers is data mapping and integration with enterprise healthcare applications.  Will Attunity figure out this out quick and will the existing healthcare clients look to Qlik as an enterprise solution versus a visualization product?

  • Great announcement of supporting multi-cloud and SaaS offering.  Enterprise clients that are currently on-premise will have to rely on the expertise of Qlik resources or partners for the migration which CIO should explore deeper.  It is not an easy migration and I believe we are in the early stages of having a migration playbook.
  • Qlik product sponsorships typically start at the departmental level for the majority of healthcare clients.  Qlik must work towards getting more executive sponsorship at the CIO level in order to align with the strategy of transitioning to a data platform.
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DisrupTV: Changing and Reinventing as a CIO, Innovation Inside a Health System & 2019 Healthcare Trends

DisrupTV: Changing and Reinventing as a CIO, Innovation Inside a Health System & 2019 Healthcare Trends

DisrupTV 142 - Changing and reinventing as a CIO, innovation inside a health system, and 2019 healthcare trends. 

We had a great show on DisrupTV with three healthcare provider thought leaders. DisrupTV caught up with Anna Thurman (Division CIO, Commonspirit Health) and she talked about the art of reinvention, which is necessary for both IT and healthcare. Her focus as a leader and a professional is to challenge herself daily for her to keep up with the technology trends.  Anna’s primary focus as the division CIO is the employee satisfaction of her team.  Anna works diligently to ensure that her team is engaged and excited as the organization is transforming and restructuring with the merger with Dignity health to form Commonspirit Health. One healthcare trend that Anna is focusing on in Nebraska is telemedicine, and they are working towards how they can extend the care in the rural regions of the community.  Constellation recommends the virtual care model utilizing telemedicine technology as a requirement for health systems.   The key theme for health systems is to extend the reach of care focusing on wellness and prevention of patient readmission.  Virtual care used to be a competitive advantage for a health system and now we are seeing it as the norm.

Innovation from Within

Tom Stafford, CIO at Halifax Health, focuses his energy on internal innovation from his team.  He has focused on interoperability of his enterprise application system and now is working towards generating revenue from his IT operations.  Tom’s team has done a tremendous job of managing IT that they are starting to sell hosting services and application support for their MEDITECH EMR.  The Halifax IT team has done a tremendous job of keeping the system stable, and that is a crucial theme for Tom as a leader at Halifax Health.  Stability is not just a theme for technology uptime, but Tom has focused on keeping stability within his team by making it a productive environment where the employees want to stay long term. 

2019 Healthcare Trends

I had the opportunity to be on DisrupTV as a client, but this was the first time for me on the show as a Constellation team member. I shared the 2019 healthcare trends that we are focusing on, which includes the focus for healthcare providers on operational efficiencies involving the back office ERP system. Healthcare organizations are also focusing on creating a 360-degree view of the patient with an emphasis on keeping sensitive information secure.  

This is just a small glimpse at the great advice shared during the show. Please check out the latest healthcare astrochart, which plots the big business and IT trends by adoption and business impact here.

 

 

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Progress Report - Workday Innovation Summit 2019 - Doubling Down on AI and Skills

Progress Report - Workday Innovation Summit 2019 - Doubling Down on AI and Skills

We had the opportunity to attend Workday's yearly analyst meeting, now known as Workday Innovation Summit, held from April 22ndtill 24th 2019 at the stunning scenic Cavallo Point, across from San Francisco. The analyst summit was very well attended by analysts and influencers.

 

 
 
Here is the 1 slide condensation (if the slide doesn't show up, check here):
 
 
Want to read on? Here you go:

Innovation across the 4 Focus Areas – It is clear that Workday is no longer only about HR and Finance, but that the Planning and Analysis functionalities have become peers. And no surprise as e.g. Adaptive Insights has more customers than Workday HCM and Finance combined. It's good to see the fundamental aspects of business being the leitmotiv of a vendor, starting with Planning, then executing (for Workday primarily in Finance and HR) and being able to analyze performance before re-planning again, based on the latest analytical insights. In each of the four areas Workday is showing solid progress. The most important work though is happening on the platform side with the move to public cloud, where Workday partners with AWS and has almost 10 customers live.   

 
Workday Innovation Summit Holger Mueller Constellation Research
Bhusri in the Q&A

Workday doubles down on Skills in HCM  – Workday unveiled the Skills Cloud last year at Workday Rising. A multi-year journey that started with the acquisition of Personify 4 years back. You have to give Workday kudos for persistency and bringing this capability to maturity. Now Workday is doubling down on skills, adding a Skills Miner to talent marketplaces and overall talent management functions. Good to see re-use and leverage, that is what customers want as it drives efficiencies. On the other side skills are an area that has not delivered in the enterprises in the past and is even a tad more than boring. If Workday can really get a renaissance for skills going, it will be better for workers and enterprises.

 
Workday Innovation Summit Holger Mueller Constellation Research
McGann and the Skills Cloud

Good progress on Workday Cloud Platform – Another key area of technology innovation is Workday's Platform as a Service (PaaS), Workday Cloud Platform. Workday is coming relatively late to the PaaS game as a SaaS vendor, but has now realized how critical the capability is. As new technologies allow enterprises to re-write business best practices and disrupt markets, PaaS is the key tool to enable this new and innovative processes. Many new best practices experiments / projects will fail from a business adoption perspective (not the technical one), but it is crucial for SaaS vendors to be part of the experimentation, as when these projects succeed, they form the field for creating new business best practices for productization. And Workday Cloud Platform is making good progress – on track for the key "Build" scenario with Workday 34.
 
 
Workday Innovation Summit Holger Mueller Constellation Research
The Workday Cloud Platform Marketecture

Solid belief in AI / ML – Workday, starting with CEO Bhusri from the top, strongly believes in the transformational power of AI / ML. We think that is the right direction, particularly for HR, as most of the HR transactions are … simple and coming from Employee (ESS) and Manager Self Service (MSS). Being able to automate, accelerate and improve them will be happening early and HCM is likely the first area of all enterprise software to see most transactions being suggested, augmented or even made by AI / ML. Workday is taking the traditional approach to AI / ML by using the public cloud for learning, but then transferring the model to separate customer environments. That's a proven process, but usual manual, often executed one client at a time and is slow. But it's a start, actually the common start across enterprises software vendors.   

 
Workday Innovation Summit Holger Mueller Constellation Research
Chakraborthy and a key innovation area for ML - Self modifying UX
 
MyPOV
 
Almost a 'boring' tech summit, when it comes to new products / innovation, with the absence of ''flashy" announcement (one interesting one was under NDA and will be unveiled by Workday later in the year). But it means that Workday is holding the course and delivering value across the products. Good software is like wine, it takes time to mature and become good / great. And I like the persistence of Workday. When things fail or are hard, Workday does not squirrel away to the next hot topic, but doubles down and delivers. That's a rare trait amongst enterprise software vendors. Good to see the progress on the HR side, especially with Workday starting to tackle its last remaining large blank (and with this functional) area – Workforce Management.

On the concern side,  Workday's move to the public cloud is … slow. When asked, Bhusri foresees probably two more hardware refresh cycles in the Workday data centers… translated, that means he sees full public cloud 4-6 years out. Operationally that maybe fine, but from the AI / ML perspective obstructional to implement any deep learning on customer data. Workday is to a certain point lucky, as HR and Finance are somewhat moving slower than e.g. Commerce, IoT etc. I also missed (at least a demo refresh / update) on voice as the new UX, as this is most transformation for the sporadic nature of HCM interactions.  

But overall an impressive event, as Workday is innovating across the board. The foundational DNA and course are in the right direction, now we have to see if Workday is sailing fast enough. Future will tell.

 
Want to learn more? Checkout the Wakelet below (if it doesn't show up – check here).
Find more coverage on the Constellation Research website here and checkout my magazine on Flipboard and my YouTube channel here.


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Event Report: FinancialForce.com Doubles Down On Customer-Centric ERP #FFCommLive19

Event Report: FinancialForce.com Doubles Down On Customer-Centric ERP #FFCommLive19

PSA, Subscription Billing Power Customer Centric ERP

Almost 500 customers, partners, and influencers joined the FinancialForce.com team in Las Vegas. May 8th to 10th, to experience the latest in PSA and customer-centric ERP.  CEO Tod Nielsen

Photo: @rwang0

FinancialForce.com kicked off its user conference at the Aria Resort and Casino in Las Vegas on May 8 to 10, 2019. 

Figure 1.  Event Report: #FFCommLive19 FinancialForce.com Doubles Down On Customer-Centric ERP

  • Customer momentum continues to grow. Over 300 customers signed up in the past 12 months with FinancialForce.com. Customer satisfaction topped at 9.01/10.00 in surveys.
  • Professional Services Automation (PSA) serves as a key differentiator.  PSA investment reflects strong customer input.  Improved analytics, skills hierarchies and skill sets, delivered services forecasting, mobile expense, and new Gantt were delivered in the past 12 months.  On the roadmap includes revenue recognition forecasting, Gantt/project management, Workspaces, resource requests in planners and integration with Slack, Zimit, Jira, Conga, and other partnerships.
  • Services and subscription billing improves in feature parity.  Customers were excited for the consolidated invoice capabilities, and ability to override fiscal periods, GL Account and FX rate.  New support for partial billed contracts helped many professional service based customers.  Expected features in future release include PSA to Billing documents, SCM to Billing documents, consolidated invoice – schedule consolidation process, enhancements to billing document (deriving due dates, credit note improvements, etc) and support for inter-company in billing documents.
  • Revenue recognition and forecasting built for the modern CFO.  Features delivered in the past year included a much sought after historical currency rate for revenue recognition in foreign currencies, improved PSA to revenue management, and setting opening balances for revenue recognition.  Future roadmap features include enterprise mass automation, new RM to FFA setup, new revenue dashboards powered by Einstein (Waterfall, ASC606), and time series predictions on revenue trends.
  • Accounting and finance continue march towards feature parity with legacy ERP vendors.  Key enhancements in the past year included allocations on a proportional basis, collections Workspace V1, configurable e-mail reminders, financial reporting and analytics.  New capabilities will include e-Payment integration, more workspaces, prepaid expense, bank recon enhancements, Auto-FX rate and rate type, improved reporting powered by Einstein, and as of date aging powered by Einstein.
  • Order and inventory management gains fundamental capabilities.  Fixed asset creation for capital equipment purchases, increased flexibility for quote line selection and importing, and invoice line selection flexibility topped the list of delivered features in 2018.  In the next 12 months key feature enhancements include RMA, more multi-lingual support, procurement manager workspace, blanket POs, category-based purchasing, purchasing accruals, and sales operations workspace.
  • New ISV partnerships show traction in ecosystem development. FinancialForce.com added payments vendor Asperato, CPQ player Zimit, and CLM provider Conga.

Figure 2.  Chief Product And Strategy Officer Dan Brown Shares The FinancialForce Roadmap

Photo: @rwang0

Figure 3.  FinancialForce.com Delivered Solid Enhancements In The Past 12 Months

Photo: @rwang0


Figure 4. Twitter Moments for #FFCommLive19


The Bottom Line: Services-Based ERP Vendors Should Consider FinancialForce.com For Vendor Selection

Under Chief Product and strategy Officer, Dan Brown's leadership, the team delivered four releases in the past 12 months with  strong investments in product areas, new language packs, consolidated invoicing, and better integration with ecosystem partners.   The tighter focus on customer-centric ERP has improved feature build out for services based ERP customers. Services oriented customers who seek a cloud-based ERP with professional services automation (PSA), services and subscription billing, revenue recognition and forecasting, and order and inventory management should consider FinancialForce.com in short lists.

Your POV.

Are you ready to move to the Cloud for your ERP replacement and renewal?  Do you need PSA? Are you more services oriented? Where do you see opportunities for replacement?   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
  • Implementation partner selection
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing

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

 

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Workday Unifies Approach to Machine Learning, Analytics and Planning

Workday Unifies Approach to Machine Learning, Analytics and Planning

Workday roadmap reveals what’s ahead on machine augmentation, reporting and Adaptive Insights-powered planning. Here’s what’s next.

The tenth annual Workday Innovation Summit, held April 22-24 in Sausalito, CA, brought more than the sweeping San Francisco skyline into focus. Workday shared its vision for providing machine learning (ML) and analytics across its platform while also broadening planning capabilities accelerated by last year’s acquisition of Adaptive Insights.

Workday is known first and foremost for its human capital management (HCM) and financial management ERP applications, but at the Innovation Summit, Workday gave equal attention to the analyze and plan aspects of what it described as its execute/ analyze/ plan platform. Workday’s advanced analytics capabilities are built on Prism, which is a data-access layer and analytics engine derived largely from the company’s 2016 acquisition of big data vendor Platfora. Next came Workday’s largest acquisition ever, last summer’s $1.55 billion acquisition of Adaptive Insights just days before that company was set to launch an initial public offering.

Here’s what’s in store on the machine learning, analytics and planning fronts along with my take on Workday’s vision.

ML, Graph and Analytics Unified

Workday is developing ML and graph processing capabilities that can be harnessed across the company’s applications. Echoing the spin I hear from most vendors, Workday execs vowed that the goal is to augment, rather than replace, human decision makers.

Don’t expect novel or esoteric ML-based applications out of left field: Workday said it will focus on concrete use cases and challenges that are already apparent to Workday customers. The first application-specific use of ML and graph analysis is the newly available Skills Cloud, which powers a Skills Insight feature that will discern team, employee and candidate skills and offer related recommendations on hiring, training, team building and project planning.

Workday’s ML capabilities are being built on open-source technology wherever possible, said Sayan Chakraborty, senior VP of tools and technology, including ensembles of open source and, in some cases, Workday-developed algorithms. These platform-level ML capabilities will also power augmented analytics and planning capabilities, sensibly leveraging one investment and unifying the ML/augmented analytics approach across the platform.

On the analytics front, Workday unveiled a “Discovery Board universal analytic canvas” that will provide a unified reporting architecture for all Workday users (including Adaptive Insights users -- but read more on that below). The analytics team said it will take advantage not only of the shared ML, graph and pattern-detection capabilities available from the platform, it’s also harnessing natural-language generation (NLG) capabilities from Workday's 2018 acquisition of stories.bi. That vendor's Storyteller Engine generates textual descriptions and explanations of the patterns and insights gleaned from analysis of Workday transactions coupled with external data inputs.

Think of the analytic, reporting and Storyteller capabilities as another unified platform upon which Workday plans to introduce multiple augmented analytics applications, starting with a Workday People Analytics app, which has been released to design partners. The ML, graph and NLG-powered insights and recommendations generated by this app will focus on hiring, workforce composition, diversity and inclusion, talent and performance, and retention and attrition. While the Discovery Board canvas will provide self-service discovery and reporting capabilities, Workday is counting on the appeal of the augmented analytic applications and the need to blend external data to spark customer investments in Workday Prism Analytics data management and analytic capabilities that are not included with core Workday apps.

MyPOV on Workday’s ML and Analytics Plans: Machine learning and AI capabilities are still in their infancy, but enterprise software vendors are now expected to have a strategy and a roadmap at a minimum. Workday rival Oracle has been developing its Adaptive Intelligent Apps for at least three years, but most of the applications and capabilities delivered to date have been focused in the sales and marketing arena, where its rival Salesforce has been aggressively developing and delivering its Einstein and Einstein Analytics ML/AI capabilities. SAP is ramping up investment and augmented analytics capabilities on the SAP Analytics Cloud (SAC), which includes planning, but its sweep of capabilities remains somewhat bifurcated between on-premises apps and SAC.

I see Workday’s plan as cogent and sensible, and it’s just now delivering its initial applications. There’s also a clear roadmap to extend the augmented capabilities across HCM, finance, analytics and planning over the next 18 months and beyond. While Workday has not been the pioneer on the ML/AI front, I see it as a fast follower with a unified and focused plan.

Adaptive Insights, Integrated

The first thing to know about Adaptive Insights is that it’s keeping its name, although it’s now “Adaptive Insights, a Workday company.” The stand-alone identity recognizes the fact that Adaptive Insights was a thriving, cloud-based planning company with more than 4,200 customers.

Workday had its own, fledging planning application, introduced in 2016, but it acquired Adaptive Insights because it knew it needed to step up its capabilities. In fact, during a question and answer session at the Innovation Summit, Workday co-founder and CEO Aneel Bhusri confessed that if he had it to do over again, he would have introduced planning capabilities ahead of the Workday Financial Management application introduced in 2008.

Bhursi’s comment speaks volumes about the importance of planning and analysis capabilities. Driven by the need for agility amid disruptive business conditions, the leading planning systems have moved beyond finance and are powering HR, sales, and operational planning with finance. Planning and analysis gives companies a clearer picture of where they stand and whether they’re on target to meet their financial and operational goals. When there are exceptions, planning systems help companies quickly replan and reallocate resources to get results back on track. Most importantly, planning solutions do all this much more quickly, broadly and accurately than companies can manage with scores if not hundreds of disconnected spreadsheets.

Adaptive Insights has more of a small- and midsize-business (SMB) base than does enterprise-focused Workday, but the company was already moving upmarket with investments in scalability and enterprise-focused features introduced last year. In the wake of the acquisition, both companies decided to replace Workday’s workforce planning application with Adaptive Insights' to gain its modeling capabilities. More than 100 of the roughly 300 customers using the original Workday Planning application are already switching over to Adaptive Insights.

MyPOV on Workday’s Adaptive Insights plans: As described above, Adaptive Insights will benefit from the investments Workday is making in unified ML, graph and analytic capabilities, and the integrations will show up first in workforce planning, where data obtained from the Skills Cloud will drive skills-gap planning and talent restructuring with financial modeling.

It remains to be seen how effectively Adaptive Insights can balance the needs of SMB and enterprise customers over the long term, but it was encouraging to me to see the entire executive team still in place, including CEO Tom Bogan, CMO Connie DeWitt, and chief product officer Bhaskar Himatsingka. Continuity counts with customers, and Adaptive Insights will also (presumably) be leaning on Workday’s team (as well as its unified platform capabilities) to bolster its sales, support and delivery capabilities for demanding enterprise-level customers.

Related Resources:
Why the Digital Era Demands Agile Planning
Constellation ShortList™ Cloud-Based Performance Management
Host Analytics Simplifies Collaboration Between Finance and Business Users

 

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Big Idea: Extreme Capitalism And The Dawn Of Digital Duopolies

Big Idea: Extreme Capitalism And The Dawn Of Digital Duopolies

Organizations Move Beyond The Post-Digital Era

I am consciously scaring you into existence. The disruption ahead is not a fantasy. When I founded Constellation Research and then wrote the best-selling book, Disrupting Digital Business, we stood at the dawn of a major shift in business models and disruptive technologies that powered what we coined digital transformation in 2008. This powerful business force not only toppled companies who failed to adapt, but also provided opportunities for market changing innovations. As board rooms stood in fear of well-funded startups intent to disrupt their business models, check books opened up to stem the digital threat.

What transpired for a few early pioneers was a sustained wave of top down investments in innovation around digital transformation. These new yet rarified digital businesses created not only a digital divide, but also sowed the seeds of an accelerated winner takes all market.

Unfortunately most organizations invested too little, too late, and too infrequently.

Extreme EBITDA and Short-Termism Slowly Killing Every Company

How could this happen despite the rhetoric and dire warnings? At precisely the wrong time, when they should have stepped up to invest to defend against this threat, most leaders pulled back to harvest. Even worse, most organization’s shareholders bet against them by stripping away their ability to invest and innovate for the long run with stock buy backs, share dividends, and a plethora of mergers and acquisitions.

In fact, this starvation of capital and focus on short-term profits resulted in disruption by non-traditional competitors and a wave of shitty short term financially focused decisions over a series of business cycles. Once high flying companies and major brands rapidly fell into the circular cesspit of financial engineering as they lost their ability to innovate along the life cycle of organizations.

Meanwhile greedy management teams fell into cahoots with short term minded shareholders and activist investors pilfering away precious investment capital to meet extreme EBITDA and achieve their bonuses for delivering “shareholder” value. This focus on extreme EBITDA and short-termism at the expense of long term organizational success enabled non-traditional competitors to disrupt traditional businesses. More incredulous, the disruptive startups were funded by shareholders from the profits stripped away from legacy businesses who were not trusted with innovation.

Data-driven Digital Networks (DDNs) Power Digital Duopolies

Fast forward to the present and more than a decade after the concept of digital transformation, Disrupting Digital represents just the beginning of this movement. As the network effects of these models surpasses 100’s of millions of users into the billions, data driven digital networks or DDNs emerge to discover, capture, harness, and deploy insights from data. These super valued, highly coveted, and curated data powers next best actions and crafts precision decisions.

Building a DDN is not easy. The investment to create these DDNs require massive compute power, large networks of engaged users, artificial intelligence, value exchange market places, and billions in capital investment. Due to the high complexity and barriers of entry, only a few players can form these data-driven digital networks.

In fact, we can expect 100 players in 50 distinct network of networks representing more than 70% of global GDP to emerge. These players will be constrained by industries, value chains, geographies, and market size over the next two decades. We see at least two players in each market with the first proactive player benefiting from a first mover advantage taking more than 50% of the total addressable market (TAM) and a reactionary second player taking 20 to 25% of the TAM. These new digital duopolies will dominate these networks.

Digital Duopolies Create The Ultimate Networks of Networks

While very few organizations can see the rise of digital duopolies today, these models will be powered by those who have access to patient capital pools. Accelerated by exponential technologies and a long term focus, they prey on the inability by most organizations and brands to invest and accelerate their innovation and transformation efforts.

Digital duopolies will build vertically integrated data aggregation models that use AI to uncover new insights that improve customer experience, streamline operations, forecast success of a new product launch, and identify a competitor’s weakness. Systematically, each sub component of a value chain will build on each component’s network effect by driving down the cost to increase active users, revenue per user, and time spent.

The DNA of these Digital Duopolies will require mastery of leadership and orchestration through a growth agenda, profit motive, smart financing, innovation bent, and benevolent dictatorship governance. Winners must aggregate capital, talent, and curated data. Digital duopolies will proliferate to efficiently aggregate precious investment dollars at scale.

Every Organization Has Three Choices - Build, Partner, Or Join

With that in mind, brands and organizations must muster the resources, will power, and ingenuity to create, participate, and partner in these data driven digital networks. These networks of networks will exponentially gain influence as they aggregate the data required to power AI driven smart services. Digital duopolies will also craft an emotional appeal that transcends the brand and reflects a bigger movement. We will move from delivering on brand promises to activating movements.

Thus, organizations around the world will have to determine how they will participate in a world of data driven digital networks. Most will move to partner and jointly invest, some will attempt to create their own digital duopolies, and a few will orchestrate the digital duopolies. Investors must identify which players to bet on across the value chain.

Extreme Capitalism Emerges As Massive Efficiencies Reduce Competition

While the massive rise of digital duopolies will foster the next wave of disruption, they will also leave a path of destruction. Why? Digital duopolies will usher a wave of super efficient yet extreme capitalism. The maximization of operational efficiencies and frictionless transactions will eliminate most non-value added individuals, processes, and regulations. What lies ahead will mean the exponential reduction of jobs, decreased market competition, and a failure of the free market as we know it.

In order to enable sustainable capitalism, we must advocate that private enterprise, public sector and philanthropic institutions properly secure and fund the critical infrastructure required to ensure a democratized, fair and free market. This may require the establishment of open technology standards, access rights, and rules on personal data ownership.

Non-profits and industry coalitions must play a key role in serving as the equalizer in enabling competition against digital duopolies. Sovereign wealth funds and non-profit foundations may play a role in ensuring both policy and practice enables a fair playing field.

The race is on to see who leads in this winner takes all future for 50 distinct markets and what society will do to ensure a free, open, and fair market.

Your POV.

Ready for extreme capitalism? Will you build, partner, or participate in your digital duopoly. Have you put in your steps towards building a data-driven digital network

I'm collecting case studies over the summer and examples to show the dawn of these digital duopolies, drop me a line if you've got an example i can showcase in the book.

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
  • Implementation partner selection
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing

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