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5 Ways Brexit Is Accelerating AWS And Public Cloud Adoption

5 Ways Brexit Is Accelerating AWS And Public Cloud Adoption

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  • London sykline duskDeutsche Bank estimates AWS derives about 15% of its total revenue mix or has attained a $1.5B revenue run rate in Europe.
  • AWS is now approximately 6x the size of Microsoft Azure globally according to Deutsche Bank.

These and other insights are from the research note published earlier this month by Deutsche Bank Markets Research titled AWS/Cloud Adoption in Europe and the Brexit Impact written by Karl Keirstead, Alex Tout, Ross Sandler, Taylor McGinnis and Jobin Mathew.  The research note is based on discussions the research team had with 20 Amazon Web Services (AWS) customers and partners at the recent AWS user conference held in London earlier this month, combined with their accumulated research on public cloud adoption globally.

These are the five ways Brexit will accelerate AWS and public cloud adoption:

  • The proliferation of European-based data centers is bringing public cloud stability to regions experiencing political instability. AWS currently has active regions in Dublin and Frankfurt, with the former often being used by AWS’ European customers due to the broader base of services offered there. An AWS Region is a physical geographic location where there is a cluster of data centers. Each region is made up of isolated locations known as availability zones. AWS is adding a third European Union (EU) region in the UK with a go-live date of late 2016 or early 2017. Microsoft has 2 of its 26 global regions in Europe, with two more planned in the UK.  Google’s Cloud Platform (GCP) has just one region active in Europe. The following Data Center Map provides an overview of data centers AWS, Microsoft Azure and GCP have in Europe today and planned for the future.

Data Center Map

  • Brexit is making data sovereignty king. European-based enterprises have long been cautious about using cloud platforms to store their many forms of data. Brexit is accelerating the needs European enterprises have for greater control over their data, especially those based in the UK.  Amazon’s planned third EU region based in London scheduled to go live in late 2016 or early 2017 is well-timed to capitalize on this trend.
  • Up-front costs of utilizing AWS are much lower and increasingly trusted relative to more expensive on-premise  IT platforms. Brexit is having the immediate effect of slowing down sales cycles for managed hosting, enterprise-wide hardware and software maintenance agreements. The research team found that the uncertainty of just how significant the economic impact Brexit will have on the European economies is making companies tighten capital expense (CAPEX) budgets and trim expensive maintenance agreements.  UK enterprises are reverting to OPEX spending that is already budgeted.
  • CEOs are pushing CIOs to get out of high-cost hardware and on-premise software agreements to better predict operating costs faster thanks to Brexit. The continual pressure on CIOs to reduce the high hardware and software maintenance costs is accelerating thanks to Brexit. Because no one can quantify with precision just how Brexit will impact European economies, CEOs, and senior management teams want to minimize downside risk now. Because of this, the cloud is becoming a more viable option according to Deutsche Bank. One reseller said that public cloud computing platforms are a great answer to a recession, and their clients see Brexit as a catalyst to move more workloads to the cloud.
  • Brexit will impact AWS Enterprise Discount Program (EDP) revenues, forcing a greater focus on incentives for low-end and mid-tier services. Deutsche Bank Markets Research team reports that AWS has this special program in place for its very largest customers. Under an EDP, AWS will give price discounts to large customers that commit to a full year (or more) and pay upfront, in many cases with minimum volume increases. One AWS partner told Deutsche Bank that they’re aware of one EDP payment of $25 million. In the event of a recession in Europe, it’s possible that such payments could be at risk. These market dynamics will drive AWS to promote further low- and mid-tier services to attract new business to balance out these larger deals.

 

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Workday Plans for Platfora Revealed

Workday Plans for Platfora Revealed

Workday HR and financial analyses stand to benefit, but Platfora customers will lose the on-premises software option in the wake of the pending acquisition.

Workday customers stand to gain a deeper understanding of employees, recruits, customers, suppliers, business units and locations, but existing Platfora customers will soon lose the on-premises and public cloud software deployment option.

That’s the upshot of Workday’s planned acquisition of Platfora, a deal announced last week that left questions about the fit between the two companies and the future of the acquired big data analysis vendor. To answer some of the lingering questions, Workday executive Mike Frandsen, EVP of Products, Support & Delivery, and Platfora executive Peter Schlampp, VP of Products, briefed Constellation Research on what the deal will bring. Here are a few of the highlights:

Platfora Joins Workday

On Platfora’s future: Platfora’s current version will be the last to be offered as on-premises software, said Frandsen. Workday will continue to support Platfora’s existing software on all currently supported versions of Hadoop and Spark into 2018 and will honor all contracts. A future product based on Platfora’s technology will be a SaaS service on Workday’s cloud platform. That offering will not be marketed as a stand-alone big data analysis service; rather, it will enhance Workday’s current analytical capabilities, as detailed below.

On blending Workday and Platfora capabilities: Workday has more than 40 customers using its Hadoop-based Workday Big Data Analytics Platform, introduced in 2013 and based on Datameer technology. That service enables customers to import and analyze third-party data in aggregate alongside Workday data, but the company says it does not give them the ability to drill down or slice into that data. Tapping Platfora’s in-memory Data Lenses, “non-Workday data will be a first class citizen” and users will be able to “drill down and slice that data into different pivots or dimensions.”

Platfora self-service data-prep and data visualization capabilities will also figure in Workday’s enhanced offering, said Schlampp. But it won’t be a complete “reboot” of Workday Big Data Analytics, said Frandsen. Rather, Workday will rationalize functionality for different user personas drawing from “an abundance of great tools” for preparation and analysis of data on Hadoop.

On supporting deeper Workday analyses: Platfora’s expertise in behavioral analysis is not limited to customer analysis. That has been a focus area for the company, but behavior analysis will be equally applicable to HR and financial analyses. For example, in the HR arena, behavioral analysis will help companies understand the behaviors, strengths, motivations and likelihood to retain employees and potential employees. Further, Workday said it’s contemplating cohort analysis of employees based on hire date, compensation, manager, organization, work location, or any combination of these attributes.

On the finance side Platfora will help Workday better understand the profitability and value of customers and prospective customers, their satisfaction, their likelihood to remain customers and their likelihood to pay their bills in a timely way. Current and potential partners and suppliers might be evaluated in the same way, and all of the above would advance insights on the profitability of business units and locations.

MyPOV on the Workday-Platfora Plans

I stand by my initial take on this deal in seeing it as a boon for Workday customers, but it’s now clear that change is ahead for existing Platfora customers. Schlampp said he expects customers will continue to use Platfora “for many years to come,” but I think that’s optimistic. I expect customers to look to competing products as their subscription-based licenses to use Platfora expire (whether it’s used on-premises or with cloud-based Hadoop deployments on AWS, Google or Azure).

About one third of Platfora customers (I don’t have an exact count, but it’s said to be “dozens”) are also Workday customers. I would expect few if any of these customers to abandon existing Hadoop deployments and move all their data and analyses onto Workday. That said, these joint customers may well use and appreciate Workday’s Platfora-enhanced HR and financial analyses. And if that’s the case, they would surely load more HR- and finance-relevant data and third-party data onto Workday’s platform as a result.

Related reading:
Workday Deal For Platfora Leaves Questions
Democratize the Data Lake: Make Big Data Accessible
Hadoop Summit 2016 Spotlights Enterprise Innovation, IoT Use Cases

 


Data to Decisions Chief Information Officer Chief Digital Officer

Oracle acquires NetSuite - consolidation means more options for customers

Oracle acquires NetSuite - consolidation means more options for customers

Earlier today Oracle announced its intent to acquire NetSuite… rumors of the acquisition are almost as old that if they were humans, they would attend middle school, but there was a recent pickup, and they have no materialized…
Let’s first take a look at the press release in our customary style, it can be found here:
Oracle (NYSE: ORCL) today announced that it has entered into a definitive agreement to acquire NetSuite (NYSE: N), the very first cloud company. The transaction is valued at $109.00 per share in cash, or approximately $9.3 billion.
MyPOV – Now we know why Oracle likes to grow cash reserves, it makes it Oracle’s second largest acquisition (after PeopleSoft in 2004, which turned out to be ‘just’ 1 billion more.
“Oracle and NetSuite cloud applications are complementary, and will coexist in the marketplace forever,” said Mark Hurd, Chief Executive Officer, Oracle. “We intend to invest heavily in both products—engineering and distribution.”
“We expect this acquisition to be immediately accretive to Oracle’s earnings on a non-GAAP basis in the first full fiscal year after closing,” said Safra Catz, Chief Executive Officer, Oracle.
“NetSuite has been working for 18 years to develop a single system for running a business in the cloud,” said Evan Goldberg, Founder, Chief Technology Officer and Chairman, NetSuite. “This combination is a winner for NetSuite’s customers, employees and partners.”
“NetSuite will benefit from Oracle’s global scale and reach to accelerate the availability of our cloud solutions in more industries and more countries,” said Zach Nelson, Chief Executive Officer, NetSuite. “We are excited to join Oracle and accelerate our pace of innovation.”
MyPOV – 2 CEOs, two quotes, 1 CEO and 1 founder, also two quotes. Hurd’s quote is important in regards of stopping all rumors that Oracle may discontinue NetSuite products and stating the opposite in regards of Oracle planning to invest into product and go to market. Catz quote is all about CFO, nota bene the first full fiscal year (after expected closing in this CY) is June 1st 2017 till May 30th 2018 – so quite a bit out. Goldberg’s quote is the usual positive one on the merger, ok and Nelson’s is all along Hurd’s line of further investment in product and broader reach for the NetSuite products courtesy of Oracle.
The evaluation and negotiation of the transaction was led by a Special Committee of Oracle’s Board of Directors consisting solely of independent directors. The Special Committee unanimously approved the transaction on behalf of Oracle and its Board of Directors.
MyPOV – Key to mention... because of the double ownership of Ellison in both Oracle and NetSuite.
 
The transaction is expected to close in 2016. The closing of the transaction is subject to receiving certain regulatory approvals and satisfying other closing conditions including NetSuite stockholders tendering a majority of NetSuite’s outstanding shares in the tender offer. In addition, the closing is subject to a condition that a majority of NetSuite’s outstanding shares not owned by executive officers or directors of NetSuite, or persons affiliated with Larry Ellison, his family members and any affiliated entities, be tendered in the tender offer.
MyPOV – Another key piece of information, making sure that this transaction is not turning into a management or Ellison ‘left pocket to right pocket’ transaction. It is certainly unusual to find in a press release, but then there are no other software vendors out there where double ownership of that scale is part of a transaction (at least that I know of).

 

Implications, Implications, ….

Let’s look at the implications that this acquisition has for the different constituents of the ERP market:
 

Implications for Oracle customers

This is likely not going to affect Oracle Cloud customers. Oracle has been a serial acquirer, the company knows how to do acquisitions, though this is the second- largest acquisition Oracle has done. And NetSuite has more overlap with many Oracle products than PeopleSoft had – e.g. NetSuite brings working CRM and Manufacturing applications to Oracle (something PeopleSoft did to a lesser extend). So Oracle will have to be very clear on where it sees the sweet spot for either product and what customers can expect to use depending on their size and use case. Oracle customers should also press Oracle to clarify and share the roadmap for any plans of 2 tier ERP (where Oracle Cloud products run at HQ and large subsidiaries, and NetSuite may run in smaller subsidiaries) – something that has worked well for customers of other ERP vendors.
 

Implications for NetSuite customers

As always with acquisitions, Constellation Research recommends to get any assurances, promises, roadmap items reconfirmed, best in written form. These are always difficult, but even more in an acquisition scenario. Overall this should be good news. NetSuite has been e.g. slow at rolling out to European data centers, something that Oracle will be able to accelerate – not just for Europe but other regions. It is likely that Oracle will put NetSuite under the ‘Applications Unlimited’ umbrella program – in the worst case – and there Oracle has a pretty good track record of keeping acquired applications maintained, the posterchild being the last century acquisition of RdB from DEC.
 

Implications for Partners

Oracle has already stated that it will keep all partnerships in place that NetSuite has put in place. A wise move but we will see if there is more partner consolidation over time. For Oracle partners that are not NetSuite partners – this maybe an alley to become a NetSuite partner. Conversely, for a NetSuite partner that is not an Oracle partner – it may be the option to become an Oracle partner. It will be interesting to see what it means for one of the best running partnerships in the industry -the NetSuite and Ultimate partnership for HCM, that like all other partnerships is in place and keeps going.
 

Implications for Competitors

We don’t see the acquisition making Oracle Cloud products more competitive – in the next quarters. At best there may be some ecommerce and manufacturing capabilities that Oracle may leverage from NetSuite. Changing store APIs is easy if done correctly. The most direct impact for Oracle customers is likely going to be that Oracle could put in place a similar two tier ERP strategy, that Oracle rival SAP has been running for a while with byDesign playing the role that NetSuite could play for large multinational Oracle customers. And certainly NetSuite is in a better shape and state than byDesign. In the NetSuite market it may create openings for all other players, assuming distraction on the NetSuite side, something the competition cannot count on, but certainly will try. Who will be – with NetSuite being part of Oracle – the largest independent SMB targeted ERP suite? We will see.
 

MyPOV

A good move by Oracle, that will gain – assuming NetSuite growth holds – almost 1 billion in cloud revenue. Financial analysts and markets will not remember where the cloud revenue bump came from in 15-18 months from now – so we will see if the acquisition will create the bump to the Oracle share price that management and board are expecting (the alternative would have been to buy back Oracle stock at the tune of a few billions). Likely that gamble will pay of due to the recurring nature of cloud revenue, and the one time ‘fizzle’ of share buyback (yes there are fewer outstanding shares, too).

The good news in the market is that this is not a hostile takeover for NetSuite customers. They knew NetSuite is running largely on Oracle technology, and the acquisition has been rumored for many years. Likely NetSuite customers will win with over time more capabilities and more investment into the NetSuite product. And Oracle customers may receive the one or the other NetSuite capability via an API in the cloud (we guess on commerce, merchant capability, order management etc.) as well as a two tier ERP strategy that has been working well for other enterprises using SAP.

For the cloud observers, Oracle just secured a large chunk of uniform cloud load for its IaaS, after large on premise loads (see SAP with Microsoft Azure here) and large internet property loads (see e.g. Microsoft and LinkedIn here) this was one of the largest cloud loads (on a compatible platform) that Oracle could acquire. More scale to Oracle’s IaaS offering.

For the software strategists, the questions is really why now. The acquisition was rumored for a long time, does Oracle need more cloud revenue, was NetSuite getting too expensive, was NetSuite embarking into a ‘not so’ Oracle centric architecture… all and more are plausible motives, which we are more likely than not will ever find fully disclosed.

Still early days, Oracle OpenWorld is likely to bring a lot of news and roadmaps for this acquisition. Stay tuned.


--------------

Another way to look at it - the one slide summary:
 
 
Recent blog posts on Oracle:
  • News Analysis - Oracle Unveils Suite of Breakthrough Services.. or short: Oracle Cloud Machine - read here
  • Progress Report - Oracle Cloud - More ready than ever, now needs adoption - read here
  • Event Report - Oracle Openworld 2015 - Top 3 Takeaways, Top 3 Positives & Concerns - read here
  • News Analysis - Quick Take on all 22 press releases of Oracle OpenWorld Day #1 - #3 - read here
  • First Take - Oracle OpenWorld - Day 1 Keynote - Top 3 Takeaways - read here
  • Event Preview - Oracle Openworld - watch here

Future of Work / HCM / SaaS research:
  • Event Report - Oracle HCM World - Innovation around the Core - read here
  • Event Report - Oracle HCM World - Full Steam ahead, a Learning surprise and potential growth challenges - read here
  • First Take - Oracle HCM World Day #1 Keynote - off to a good start - read here
  • Progress Report - Oracle HCM gathers momentum - now it needs to build on that - read here
  • Oracle pushes modern HR - there is more than technology - read here. (Takeaways from the recent HCMWorld conference).
  • Why Applications Unlimited is good a good strategy for Oracle customers and Oracle - read here.

Also worth a look for the full picture
 
  • Event Report - Oracle PaaS Event - 6 PaaS Services become available, many more announced - read here
  • Progress Report - Oracle Cloud makes progress - but key work remains in the cellar - read here
  • News Analysis - Oracle discovers the power of the two socket server - or: A pivot that wasn't one - TCO still rules - read here
  • Market Move - Oracle buys Datalogix - moves more into DaaS - read here
  • Event Report - Oracle Openworld - Oracle's vision and remaining work become clear - they are both big - read here
  • Constellation Research Video Takeaways of Oracle Openworld 2014 - watch here
  • Is it all coming together for Oracle in 2014? Read here
  • From the fences - Oracle AR Meeting takeaways - read here (this was the last analyst meeting in spring 2013)
  • Takeaways from Oracle CloudWorld LA - read here (this was one of the first cloud world events overall, in January 2013)

And if you want to read more of my findings on Oracle technology - I suggest:
  • Progress Report - Good cloud progress at Oracle and a two step program - read here.
  • Oracle integrates products to create its Foundation for Cloud Applications - read here.
  • Java grows up to the enterprise - read here.
  • 1st take - Oracle in memory option for its database - very organic - read here.
  • Oracle 12c makes the database elastic - read here.
  • How the cloud can make the unlikeliest bedfellows - read here.
  • Act I - Oracle and Microsoft partner for the cloud - read here.
  • Act II - The cloud changes everything - Oracle and Salesforce.com - read here.
  • Act III - The cloud changes everything - Oracle and Netsuite with a touch of Deloitte - read here
 
More about NetSuite
  • Event Report - NetSuite SuiteWorld - NetSuite powers on innovates on all layers - read here
  • Event Preview - NetSuite Suiteworld 2016 - read here
  • News Analysis – NetSuite speaks BeNeLux – expands into Belgium, The Netherlands and Luxembourg - read here
  • News Analyis - NetSuite announces Cloud Alliance with Microsoft - read here
  • First Take - NetSuite SuiteWorld - Zach Nelson Day #1 Keynote - read here
  • First Take - Ultimate Software UltiConnect Day #1 Keynote - read here
  • Event Report - Netsuite powers on with targeted innovation - read here
  • Why NetSuite acquired TribeHR - read here
  • Act III the cloud changes everything - Oracle and NetSuite with a touche of Deloitte - read here
  • Act III and final day - A tale of two conferences - Sapphire and SuiteWorld - read here
  • The middle day - 2 keynotes and press releases - Sapphire and SuiteWorld - read here
  • A tale of 2 keynotes and press releases - Sapphire and SuiteWorld - read here
 

Finally find more coverage on the Constellation Research website here and checkout my magazine on Flipboard and my YouTube channel here.

 

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News Analysis: Oracle's $9.3B Acquisition Of Netsuite Is About Cloud Consolidation

News Analysis: Oracle's $9.3B Acquisition Of Netsuite Is About Cloud Consolidation

Oracle Bring Netsuite Back Into The Fold

@rwang0 @oracle @netsuite Acquisition

Oracle’s 9.3B acquisition of Netsuite came as no surprise to valley insiders.  The rumors have surfaced for weeks.  The surprise came as how badly Oracle sought cloud revenue and to bring a friendly partner back into the family.  Constellation sees the following for the buy side:

  • Battle for cloud revenue continues.  Oracle as with every cloud vendor is seeking to grow their subscription revenues.  Netsuite brings almost 800M in revenue and grows the overall market share.  Moreover, Larry keeps Netsuite in the family to avoid competitors from encroaching on the Oracle market.
  • Serves the mid market and divisions in an end to end capacity. Netsuite gives the Oracle customer an integrated cloud ERP, CRM, and commerce suite.  Netsuite’s claim to fame is that more companies have IPO’d on Netsuite than any other company and that they have served a role in enabling two-tier ERP for corporate divisions.
  • Addresses gaps in Oracle’s Industry Cloud strategy.  Netsuite’s core has been strong in manufacturing, retail, commerce, and professional services.  While Oracle addresses these products in an on-premises model, Netsuite’s cloud approach fills holes in Oracle’s cloud strategy in key verticals.   Commerce is a key battle ground going forward and Netsuite made significant progress with key brands. Those customers will benefit from the rest of Oracle’s marketing cloud and supply chain capabilities.

The Bottom Line For Customers

  • Existing customers can continue with status quo.  Oracle has had a good history with post-merger integration.  Netsuite will be able to take advantage of many of Oracle’s technical assets and customers can expect to benefit from the synergies.  Customers should try to renew more favorable terms before Oracle takes over in order to sign more beneficial contracts.
  • Prospects can be rest assured Netsuite will continue in operational capacity.  Netsuite’s core niche has been helping mid market companies with an end-to-end cloud suite.  They also enabled companies who wanted to innovate in a two-tier ERP and cloud model.  Moreover, many companies have scaled their business from startup to IPO running Netsuite.  Customers will not have to worry about Netsuite’s future as Oracle will serve as a good care taker.
  • Partners can expect some changes in the program. For partners working with Netsuite expect some changes with reentry into the Oracle Partner Network.  Netsuite had started to improve their partner program.  Many Netsuite partners have been Oracle partners should lobby Oracle to keep the programs separate as the Netsuite program is more partner friendly.

Your POV.

Were you expecting Oracle to buy out Netsuite? What do you think will happen to you as a customer? As an Oracle customer will you consider Netsuite for Two-Tier ERP deployments?

Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) org.

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Has Microsoft let in Google’s Trojan Horse? Chrome is Coming, and No-one is Safe

Has Microsoft let in Google’s Trojan Horse? Chrome is Coming, and No-one is Safe

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In less than two years Satya Nadella has transformed Microsoft from incumbent under siege to tech pioneer, on multiple fronts. The change in stance since Steve Ballmer has been nothing short of remarkable.

One of Satya’s signature moves has been to open up Microsoft Office to other platforms, including Apple iOS, Google Android and Google Chrome. It was diametrically opposed to Ballmer’s approach of using Office as a drawcard for Microsoft Windows OS.

At first this seemed like a masterstroke. Extend the franchise by making it universal.

Now, however, Google is moving full pelt into hardware and preparing a global assault on the SME and enterprise PC fleet market. The Chrome for Work initiative will send masses of low-cost devices running Chrome OS into Microsoft’s home territory in an attempt to dethrone Windows for good.

And if the stats from IDC are to be believed, businesses will have plenty of reasons to switch to what is, in effect, a thin client environment for SaaS.

Three-year total cost of ownership is 61% lower than alternate PCs and tablets, a 49% lower device cost, a 74% lower device management and support cost, and a 53% lower deployment cost, according to an IDC white paper on Chrome in the education market.

The stats are similarly impressive for IT management. A 68% reduction in staff time managing devices, 93% less time deploying devices, 75% less time in managing security and a 92% reduction in time to troubleshoot, the paper found.

The prices for Chromebooks are insane. Samsung’s cheapest model, an 11-inch weighing 1.1kg and a battery life of 11 hours, costs US$189. And it runs Office.

Google Apps partners report reductions to IT costs of 40 percent to 70 percent for businesses that move to Google Apps in a PC environment. The savings of a combined Google Apps and Chrome shift would be even higher.

Sales reports reinforce the analysts’ findings. Chromebooks outsold Macs in the US education market for the first time in May this year, according to IDC.

“IDC estimates Apple's US Mac shipments to be around 1.76 million in the latest quarter, meaning Dell, HP, and Lenovo sold nearly 2 million Chromebooks in Q1 combined,” the Verge reported.

That was before Google announced that apps on the Android mobile platform – all 2.2 million – would be coming to Chromebooks too. Any app on your Android phone will sync to your Chromebook (or ChromeBox, the desktop unit).

The Verge shot a video of a Chromebook editing photos using Photoshop Express (for Android); pasting that photo into a Word document from Microsoft Office (for Android); and playing shoot-em-up space games (for Android) on the Chromebook’s touchscreen.

The photo file, Word doc and gaming data ran locally and natively on the Chromebook, the Verge claimed.

Microsoft is not the only one in Google’s sights. Tony Chadwick, a dyed-in-the-wool Apple fan who has started a Google services company called Chromeworx, believes it’s time to switch allegiances.

“The innovation mantra after Steve (Jobs) died has been taken up by Google. Apple’s model of cloud in the enterprise or business is just not workable,” Chadwick says. “Microsoft are coming at (cloud) at a million miles an hour but Google is still way ahead.”

Is Apple, with its focus on tech as luxury, really vulnerable to a tsunami of low-cost Chrome devices?

“I’ve been an Apple person for 30 years and I don’t want or need any Apple products. That sort of says it all to me,” says Chadwick.

Apple tends to run its own race. Microsoft vs Google will be the battle to watch – Satya versus Google’s Sundar Pichai. Two duelling, Indian-born CEOs determined to lead America’s greatest tech giants to glory.

Does Satya have a comeback? How will he protect the heartland? Microsoft’s awakened interest in hardware could hold the answers.


A version of this story first appeared on CRN.com.au.

Future of Work Google Microsoft Chief Digital Officer

The Need for Customer Experience is Based on Science Not Myth

The Need for Customer Experience is Based on Science Not Myth

The need for customer experience to improve is not a myth. In fact, here’s why. Noted psychology researcher and writer Mihaly Csíkszentmihályi observed in 1998 that people who perform seamless, sequence-based activities on a regular basis are happier than people who don’t[i]. He coined the term “flow” to describe this behavior. With the advent of CoIT, we’ve actually imposed a new set of demands on our customer’s brains. But instead of offering a series of smoothly sequential flows, websites and mobile applications are characterized by lag, downtime, and restarts. And at the same time customer’s flow-oriented brains simply aren’t wired to deal with poor digital experience interactions. Science has shown the business need for great customer experiences is a fact, not a myth.

And it can be tempting to label customers picky and impatient. But there’s a wealth of research on what happens to customers at a neurological level when they are forced to deal with slow or interrupted processes.[i] Their impatience is an indelible part of their human circuitry. Brands must recognize that customers’ hardwiring of the brain’s and their neurological desire for flow and easy of use as part of the cost of doing business. Companies must come to terms with the economic imperative of the customer experience or drive customers to their competitors because of their poor focus on customer experiences.

Fast websites and mobile experience create happier users. Those happier users are more likely to follow “calls to action” to register, download, subscribe, request information, or purchase. Unhappy users, which could include those who experience a mere two-second slowdown in how a web page loads, make almost two percent fewer queries, three point seven-five percent click less often, and report being significantly less satisfied with their overall experience[i]. Worse, they tell their friends about their negative experience. With the word-of-mouth social networks provide, brands need to heed the seriousness of differentiating their brand’s customer experience or be left in the dust.

Response Times have been consistent for 45 years. Based on neuroscience, the facts about human perception and response times have been consistent for more than forty-five years[i]. In fact, these numbers are hard-wired in human brains. And they are consistent regardless of the type of device, application, or connection a customer is using. In fact, that’s key to where customer expectations come from thus important to capitalize on. And what’s critical is determining where a brand’ web / mobile sites compare to customer expectations as well as benchmarking against CoIT applications or competitors or even non-competitors who have a great customer experience.

Response Time Has Not changed Much. In Robert B. Miller’s 1968 paper, “Response Time in Man-Computer Conversational Transactions[ii]“, found people have always been most comfortable, most efficient and most productive with response times of less than two seconds. Since 2006, what has changed slightly is the average online shopper expects pages to load in four seconds or less. Today, forty-nine percent expect page load times of two seconds or less, and eighteen percent expect pages to load instantly[iii]. And while optimizing every aspect of a brand’s digital assets to meet an “instant” expectation is a laudable goal, organizations simply may not have initially budgeted the resources to achieve these goals. Digital experience maturity, however, provides teams the ability to identify the interaction points in the digital customer journey most sensitive to improvement so they can maximize return on performance investment and include this in the budget and resource planning activities. Here’s the results of the Walmart study on page load times and conversion rates:

Screen Shot 2016-05-26 at 10.11.29 AM

Businesses can keep arguing that customer experience doesn’t matter, it’s a touchy-feely construct or get it directly affects the bottom-line and start by designing and measuring customer experience performance management. For more on this see my report, here.

@drnatalie petouhoff, VP and Principal Analyst

Covering Customer-Facing Applications

[i] http://www.webperformancetoday.com/2014/07/16/eight-tricks-improve-perceived-web-performance/

[ii]Robert B. Miller’s 1968 paper, “Response Time in Man-Computer Conversational Transactions, https://www.computer.org/csdl/proceedings/afips/1968/5072/00/50720267.pdf

[iii]http://insights.wired.com/profiles/blogs/47-of-consumers-expect-a-web-page-to-load-in-2-seconds-or-less#axzz498kHSokj

[i] http://www.webperformancetoday.com/2010/06/15/everything-you-wanted-to-know-about-web-performance/.

[i]Dual-task interference in simple tasks: Data and theory. Pashler, Harold Psychological Bulletin, Vol. 116(2), Sep 1994, 220-244. http://dx.doi.org/10.1037/0033-2909.116.2.220

[i] The Concept of Flow: Handbook of Positive Psychology, Nakamura, J. and Csikszentmihayi, M. 2002.

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Next-Generation Customer Experience Chief Customer Officer

Taking Accountability For What You Say and Share - #AlansAngle

Taking Accountability For What You Say and Share - #AlansAngle

In this short video, I share my some thoughts on the recent data breach scandals rocking the US political scene, blaming tools, and taking accountability for the things you say and share.

 

Future of Work

Event Report - 3 Indian HCM Market Takeaways from NASSCOM HR Summit 2016

Event Report - 3 Indian HCM Market Takeaways from NASSCOM HR Summit 2016

I was in India this week on customer advisory and attending the Nasscom HR Summit in Chennai, I had the honor to keynote the event on Day 1 and moderate a panel on the synergy story between man and machine. All that gave me a good insight in the state of the Indian HR market, worth for a blog post. 

 
 

As usual – instead of making it a lengthy blog – let me share my top three takeaways:

High Technology Interest – I found a welcome difference in attitude towards technology by the Indian HR executive, compared to their peers in Europe and North America. Those parts of the world often witness the delegation of all technology understanding to the ‘colleague who cares for HR Technology’, which is an attitude I try to coach HR executives to get rid off. The Indian HR executive is a welcome change and more interested, knowledgeable and open to learn and use technology. Bots were the most common topic of conversation, now we will have to see how adoption in real world implementations will be.

Learning a top concern – Gone are the rapid hiring days in the bustling India of the 90ies and dot com Boom times, now it is all about employee augmentation and Indian HR executives are looking for Learning to address this. With a very high smart phone and solid network penetration it is good to see enterprises are looking for mobile first solutions and show a high degree of readiness to use predictive analytics and machine learning to experiment both with content creation and content provisioning. Should Indian enterprises keep the pressure on vendors at this level, we may well see the Indian Learning market surpassing the traditionally leading 1st world market in regards of capabilities and outcomes.

BPO / Outsourcing of high interest – Equally eye opening for me was to see that (again – no longer the traditional attitude towards hiring and getting big like a decade ago) Indian enterprises are more looking at BPO / Outsourcing. Not only in the traditional RPO side where enterprises in India need outsourcing providers to help with the peak demands – but in very ‘bread and butter’ (wait make that ‘naan and butter’) situations. The drivers are the same as in the 1st world – more rigid labor laws, more investment in employees, a more conservative way to grow businesses, the concerns on bad press in case of layoffs etc. are all reasons we hear in other parts of the world.

MyPOV

It was an honor to participate at my first NASSCOM event as a speaker / moderator, but even more to get insight in the dynamic Indian HCM market. The event itself was well organized, well attended and well received by attendees. Being a new comer I asked veterans on how this year’s edition compared with previous editions of the conference was overall positive. A CHRO of a large enterprise went even so far to call it the best event he has attended in a while. Can’t add more.

And being in India was also a great opportunity to catch up with local vendors Neeyamo, PeopleStrong and some N.N. – always good to catch up IRL and feel the pulse at some vendors. Finally I had a chance to take a 4 hour tour of Chennai, I think I was here last in 1996 (came for the tennis tournament) – what a difference 20 year make in India. Sad to see that Marina Beach (still) has not recovered fully from the Tsunami, good to see the impressive Parthasarthy and Kapaleeswar temples as well as San Thomas Basilica again (they had not changed much). I feel like I am getting my India legs again, 3rd trip of the year, 72 hours, no chance to escape the Kabali launch!


Find more coverage on the Constellation Research website here and checkout my magazine on Flipboard and my YouTube channel here. Oh yes and on Slideshare, here
Future of Work Innovation & Product-led Growth Next-Generation Customer Experience Tech Optimization New C-Suite Digital Safety, Privacy & Cybersecurity Data to Decisions AI Analytics Automation CX EX Employee Experience HCM Machine Learning ML SaaS PaaS Cloud Digital Transformation Enterprise Software Enterprise IT Leadership HR Chief People Officer Chief Customer Officer Chief Human Resources Officer

Workday Deal For Platfora Leaves Questions

Workday Deal For Platfora Leaves Questions

Workday says Platfora buy will bolster its petabyte-scale analysis capabilities. It’s good news for Workday customers, but Platfora customers should be prepared for change.

Human resources and financial applications vendor Workday announced July 21 that it plans to acquire big data analytics vendor Platfora. In an echo of an earlier initiative, the company says the deal will enable customers to “analyze petabyte-scale data in seconds,” but existing Platfora customers should be prepared for new priorities.

Workday’s first effort to support big data analysis emerged in late 2012, when it announced plans for the Hadoop-based “Workday Big Data Analytics Platform.” When the platform was delivered in September 2013, Workday acknowledged that customers were as interested in small-scale, Workday-internal data analysis as they were in speculative big data opportunities. And by 2015, Workday’s focus had shifted to focused, data-driven “Insights” apps built on the Big Data Analytics Platform, starting with a Talent Insights app. The emphasis was on delivering prescriptive recommendations in the context of applications, not just data visualizations.

The acquisition of Platfora, a five-year-old big data analytics vendor, seems in some ways like a reboot for the Workday Big Data Analytics Platform. Platfora works with Hadoop and Apache Spark, providing data-management and governance capabilities as well as its original OLAP-like Platfora Lenses and high-scale data-visualization capabilities.

@Platfora, @Workday

This screen shot from Platfora’s site captures the company’s focus on customer behavior analysis,
with examples including path and funnel analysis, attribution and segmentation.

Workday says it will retain Platfora’s technology, its staff and even its San Mateo, CA, office. In a statement, Workday said the deal will “enhance our analytics capabilities—especially areas like managerial reporting and operational analytics where insights are gathered by collecting and connecting multiple data sources (Workday and non-Workday data).”

What Workday didn’t say is that Platfora is currently focused heavily on customer-behavior analysis, with examples including online path and funnel analysis, attribution, customer segmentation and customer journey analysis. Workday, by contrast, is focused on internal HR and financial analysis. Nonetheless, Workday said Platfora’s tech and expertise will help it support all its customers, including retail customers and insurers doing profitability analysis and consumer goods companies pursuing supply chain analysis and planning.

MyPOV On the Platfora Acquisition

Workday did not disclose the terms of acquisition, which suggest it was a comparatively small deal. Platfora was an early mover on big data analysis, but in many ways it was ahead of its time. Last year there were signs of trouble at the company as it swept in a new CEO just as many new competitors, including Arcadia Data, AtScale and Kyvos, started to emerge.

Adding Platfora’s analytical and big data technology and expertise can only be a good thing for Workday, assuming it came at an attractive price. That said, the types of analyses Workday focuses on aren’t exactly in line with the types of “solutions” Platfora specialized in delivering. Shifting focus may take time, but leading software-as-a-service vendors including Workday and Salesforce seem intent on making analytics a part of their platforms. That’s partly a bow to customers, who like seamlessly embedded analytics that are accessible to business users. It’s also a self-interested move to capture more revenue from customers and to avoid forcing them to turn to third-party vendors for analytical capabilities.

As for existing Platfora customers – a list that includes Citi, Disney, Sears, Tivo and Volkswagen Group – I would be wary. Workday’s statement only addressed advancing analysis on the company’s own, cloud-based platform. It did not say anything about continuing to develop and offer Platfora’s software, which is currently deployed on-premises with multiple Hadoop distributions and on the Amazon, Google and Azure public clouds. That’s a crucial bit of reassurance that existing Platfora customers would expect to hear. A separate Platfora blog on the deal was equally vague, saying only that the company will reach out to customers privately to describe what the future holds.

Workday execs were not available for comment. The company said plans will be detailed at the Workday Rising 2016 event in Chicago in late September, but I’m hoping to learn (and will share) more as early as next week.


Data to Decisions Tech Optimization Chief Information Officer Chief Digital Officer

SuperNova Awards Accepting Applications for Disruptive Tech Leadership

SuperNova Awards Accepting Applications for Disruptive Tech Leadership


The era of digital disruption is upon us. If you follow my work, you'll notice I am a broken record about this statistic: since the year 2000, 52 percent of the Fortune 500 has dropped off the list. Replaced, beaten, and bankrupted by the advancing forces of digital disruption. Digital technology has created a new business environment. Consumers, too, have changed in the digital era. Business giants that clung to the business models that produced success in the 20th century found themselves out of touch, outmaneuvered, and off the Fortune 500 list.

This new business environment calls for leaders who can guide their organizations through the digital thicket. Leaders adept at selecting and championing technologies that enable digital transformation. Leaders who can craft and implement business models that harness the transformative power of disruptive technology.

Every year the Constellation SuperNova Awards recognizes these leaders succeeding in the digital era. In its sixth year, the Constellation SuperNova Awards will recognize nine individuals who demonstrate true leadership in digital business through their application of new and emerging technologies. We're searching for leaders and teams who used disruptive technologies to transform their organizations. I encourage all leaders and teams that have adopted disruptive technologies as a means of adapting to disruption to apply.

The application process is simple:

  1. Download the application.
  2. Create an account.
  3. Submit your application here before August 8.

This year we're evaluating projects in the following nine categories:

  • Internet of Things - A network of smart objects that enables smart services (sensors, smart 'things', cognitive, and artificial intelligence).
  • Data to Decisions - Using data to make informed business decisions (big data and predictive analytics).
  • Digital Marketing Transformation - Personalized, data-driven digital marketing.
  • Future of Work: Social Business - Efficient, technology-enabled teamwork (enterprise social networks, collaboration, and digital assistants).
  • Future of Work: Human Capital Management - Technologies that transform the workforce into a competitive advantage (talent management, benefits, and HR core).
  • Matrix Commerce - Commerce responds to changing realities from the supply chain to the storefront (digital retail, supply chain, payments, and 'ubiquitous-channel' retail).
  • Next Generation Customer Experience - Customers in the digital age demand seamless service throughout all lifecycle stages and across all channels (crm and customer experience).
  • Safety and Privacy - Next-generation solutions for sensitive data (blockchain, digital identity, and authentication).
  • Technology Optimization and Innovation - Innovative methods to balance innovation and IT budgets (innovation in the cloud, ENSW cost savings, cloud ERP, and efficient app production).

The Awards are judged by prominent technology journalists and thought leaders as well as Constellation's analysts.

Benefits of competing include media exposure and the opportunity to participate on a panel at Constellation's Connected Enterprise innovation summit. In addition, winners will be named at a Gala dinner on the second night of Connected Enterprise. Past speakers at the SuperNova Award Gala include Amy Cuddy, Marty Cooper, and Tom Kelley.

The application deadline is August 8, 2016. Visit the SuperNova Award website for more information about the Awards, judges, and criteria.

Data to Decisions Digital Safety, Privacy & Cybersecurity Future of Work Marketing Transformation Matrix Commerce New C-Suite Next-Generation Customer Experience Tech Optimization Innovation & Product-led Growth AR Executive Events Leadership Chief Customer Officer Chief Experience Officer