Event Preview - NetSuite Suiteworld 2016
Event Preview - NetSuite Suiteworld 2016
So take a look at my musings:
No time to watch - take a look at this 1 slide summary:
In January 2016 I published a report titled Collaboration Vendors Shaping the Future of Work. The report highlights 18 companies/products that show vision in improving the way people get work done. One of the vendors included was IBM, specially their IBM Verse messaging client. Today I've published a guest blog post on IBM.com that dives deeper into the why IBM Verse plays an important role in shaping the Future of Work.

An outline of the key points are listed below, and you can read the entire post here on IBM's site.
Why IBM Verse
Conclusion: For more than 20 years IBM has been one of leaders in communication and collaboration tools. Their products are used by millions of employees around the world every day. With their renewed focus on design and the ability to leverage IBM’s Watson’s cognitive services, IBM Verse is an important product in shaping the future of work.
Future of Work Tech Optimization Innovation & Product-led Growth New C-Suite Marketing Transformation Next-Generation Customer Experience Revenue & Growth Effectiveness Data to Decisions IBM Chief Information Officer Chief Marketing Officer Chief People Officer Chief Revenue Officer Chief Experience Officer
This week I attended Salesforce Connections, a conference focused on their Marketing Cloud offerings, which competes with similar platforms from companies like Oracle, Adobe, SAP, and IBM.
You can see my earlier blog post, Salesforce Strikes Marketing Cloud With Lightning where I discuss the main news from the conference:
In the video below I cover two things:
1) An overview of the products that make up Salesforce Marketing Cloud (from 00:00-08:30)
2) My thoughts on how the Marketing Cloud and Community Cloud should work together to a) provide collaboration for marketing professionals and b) add triggers for community events to Journey Builder (from 08:30-11:06)
Related Posts:
Holger Mueller, Salesforce Connections - Bringing together Builders and Studios for Marketing Success
Future of Work Tech Optimization Innovation & Product-led Growth New C-Suite Marketing Transformation Next-Generation Customer Experience Revenue & Growth Effectiveness Data to Decisions AI ML Machine Learning Generative AI Analytics Automation B2B B2C CX EX Employee Experience business Marketing SaaS PaaS Growth Cloud Digital Transformation eCommerce Enterprise Software CRM ERP Leadership Social Customer Service Content Management Collaboration Chief Marketing Officer Chief People Officer Chief Revenue Officer Chief Experience Officer
Anaplan wants to promote broad use of its all-purpose planning engine, so it’s changing pricing and promising a bevy of platform upgrades. The only question is which new features will arrive first?
It’s all about the platform. That was the message at this week’s Anaplan’s Hub16 event in San Francisco. The company reinforced that message with new pricing and plenty of promised platform upgrades aimed at supporting yet more planning applications and use cases.
Anaplan is in the corporate performance management arena along with the likes of Oracle (Hyperion), SAP (BPC), Adaptive Insights, Host Analytics and others. But unlike most of these competitors, Anaplan is focused as much on operational planning -- in areas including sales, workforce, supply chain, marketing, IT and other areas -- as it is on financial planning and analysis. That’s why the company is building around its cloud-based, in-memory planning engine as a “smart business platform.”
Anaplan Hub 16 Focuses on Platform
Before any announcements were made at Hub16, Anaplan had to address the surprise resignation of its CEO, Frederic Laluyaux, just two weeks earlier. It did so by publically thanking Laluyaux for guiding the company from a tiny startup to a bantam-weight cloud competitor in just four years.
As for the reasons for the change, it’s not uncommon for fast-growing, VC-funded startups to seek new leaders who can “take the company to the next level” (with MongoDB being a recent example). The company had already brought onboard a new CFO and a new Chief Revenue officer in recent months, both with experience running multi-billion-dollar companies. An analyst town hall with seven top Anaplan executives at Hub made it clear there’s no shortage of talent or experience at the top of the company.
Anaplan now has more than 480 customers and 80,000 users, and it’s still growing quickly. The VCs that have invested more than $240 million in Anaplan want to ensure that the leadership is prepared to manage what they expect to become a $1 billion-plus-annual-revenue tech vendor.
Anaplan is growing quickly and attracting ever larger customers. The giants in the room at Hub16 included the Kellogg Company and Procter & Gamble. To meet the needs of such companies, Anaplan announced that it has increased the scalability of its underlying Hyperblock engine to handle single models with as many as 100 billion cells. That means Anaplan’s cloud-based platform can handle enterprise-class modeling challenges with fast, multidimensional analysis and drill-down insight into cost and profit drivers across detailed dimensions such as SKUs, stores and markets.
Scalability is also about handling dozens of small or average-sized models. Indeed, the crux of the platform appeal is supporting many planning use cases across the business. Unfortunately, Anaplan’s old pricing scheme, which was based on data usage, did little to promote broad use of the platform. Customers found it difficult to estimate costs and capacity requirements, so the hesitated to add new applications.
The new pricing scheme is based on per-user subscriptions coupled with Standard, Premium and Enterprise service tiers. The key point is that subscribers can use any app. Customers and partners I spoke to said the new approach is far simpler and more predictable, which is obviously a good fit for a platform that’s designed to make planning easier.
What’s Coming
Beyond the scalability and pricing news, Anaplan detailed a long list of coming enhancements, including:
Predictive capabilities. Anaplan already has a forecasting application supporting more than 20 statistical methodologies useful for demand planning, sales and operations planning, corporate planning and budgeting and sales forecasting. Anaplan also has Erlang call-center planning functions and constraint-based optimization in use by customers across use cases. At Hub16 the company announced it will add Monte Carlo simulations and multi-variable linear regressions. These additional predictive tools will support workforce optimization, supply planning, transportation assignment, product marketing, and risk modeling among other forward-looking analyses.
Social collaboration. Activity Streams will be embedded in models to support in-context collaboration. These Salesforce-Chatter-like streams will let you follow models with @people mentions and notifications. The streams will run across desktop, Web and iOS, Android and Windows mobile devices with the goal of reducing dependence on email.
Application integration. Anaplan has native integrations with Excel and PowerPoint. At Hub we learned that integrations with Google Sheets, Google Docs, Box and DocuSign are coming soon and that AdobeSign and Office365 are on the roadmap.
Data integration. Anaplan works with integration partners including Informatica, Dell Boomi, MuleSoft and SnapLogic to help customers get data into the platform. It also has native data ties with Salesforce and is working to add Workday. In response to customer demand, Anaplan announced at Hub that it will add a native data-integration layer to give customers flexibility and tools to link bespoke, custom applications.
Model mapping and lifecycle management. A Business Map feature announced at Hub is designed to give customers a holistic view of all planning activity, with tagging, searching and filtering by geography, use case, business process and so on. Anaplan is also promising lifecycle management features that will let customers split large models and synchronize model versions so you don’t have to replicate changes across development, testing and production instances.
MyPOV on Hub16
Anaplan’s emphasis on the platform came through loud and clear, as did its intention to let partners such as Accenture, Deloitte, EY and PWC flesh out domain- and use-case specific apps. Anaplan’s investments are aimed at making the platform as capable and versatile as possible so that customers and partners can build any planning app they can imagine.
There are now more than 120 apps in the Anaplan App Hub, and the intention is to keep adding more. In June, for instance, Anaplan will introduce a Data Hub app for setting up master data and transaction data that can be shared across multiple planning applications. It will also introduce a U.S. GAAP app for finance that was developed in consultation with PWC.
As for Anaplan’s long list of promised upgrades, they all sound promising. If I have one complaint it’s that Anaplan’s roadmap and release dates are rather fuzzy. There were lots of loose, six-to-twelve-month promises that left me with the impression Anaplan was polling customers at Hub and giving itself wiggle room on exactly what it will deliver by when. I’m hoping for a hefty chunk of those planned upgrades will show up in the company’s fall release.
The biggest win for customers coming out of Hub16 was clearly the new pricing. The per-user approach is straightforward, and subscribers will be able to use any number of planning applications. Data allowances and access to platform capabilities grow as you move up from Standard to Premium to Enterprise. Premium users, for example, will get access to the predictive capabilities. Enterprise subscribers will have access to higher-level administrative and oversight capabilities, such as the lifecycle-management and Business Map features.
In short, Anaplan is investing, pricing and partnering for platform use, and the more planning applications customers and partners can take on, the more valuable and powerful the platform becomes.
Related Reading:
SAP Bets On Cloud For Analytics, BPC Optimized for S/4 HANA
SAP TechEd: Inside Cloud For Analytics
Anaplan Scales Up, Adds More Apps
A good Connections for Salesforce, the vendor is investing into the product, probably bringing more functionality together through the Builders and Studios than ever before. Good to see the commonality with the Lightning adoption and the next generation Application capabilities that the Lightning platform, combined with Lightning components offer. The predictive analytics capabilities for Journey Builder are encouraging steps to move away from deterministic to probabilistic customer journeys, that are key in the 21st century given the erratic and multi-persona behavior both consumers and customers show.
On the concern side Salesforce is taking some time to unify the user experience. Granted Lightning as a platform is 1.5 years old, the user experience only a little more than 6 months, but a common user experience coming to Marketing Cloud 3+ years after the acquisition of ExactTarget is not ‘lightning’ speed (pun intended). And overall Salesforce has to straddle the chasm of operating two platforms, the existing force.com (that runs Sales Cloud and Service Cloud) and the Marketing Cloud platform that goes across force.com, the products legacy platforms and newer offerings with Lightning (with Heruko, AWS). But by now that is pretty much modus operandi for Salesforce and its customers, so the integration and operation ‘tax’ are factored in. It would be good to harmonize on a single platform sooner than later for Salesforce – hoping we will learn more at Dreamforce later this year.
But overall a good event for Salesforce and its Marketing Cloud product, the ecosystem interest is good, customers are energized, and Salesforce in investing in new products and capabilities, that make Marketing Cloud a must shortlist product for customers who use other Salesforce products, and certainly a long list vendor for overall marketing automation selections.
Want to learn more? Checkout the Storify collection below.
The Digital Hollywood Panel was comprisized of Brian Popowitz, Jessica Hasson, John Bohan, Christopher Puga and Johnny Miller. When I asked them if they could only leave the audience with a few 1-3 thoughts, what would they be, here’s how they responded:
Brian Popowitz
1) Black Box. I’m in the business of working with musicians to aggregate an audience, build affinity between the audience/artist, and monetize the affinity an artist has with their audience. Social media has completely transformed that linear funnel and it what I dedicate each day of my life to work on.
2) Hoping for a magic bullet or virality is not a social strategy. Panoptic conversation will be replaced with more personalized conversation through social media. Influence is power.
Christopher Puga
1) Have a Voice – Not so long ago brands did everything possible to stay away from public opinion. platforms like twitter and Facebook have changed that. Not even 10 yrs ago some brands would consider it a luxury to not feel the need to comment on social issues. It’s the brands that you see now, like Oreo, Netflix, etc that look at this as an opportunity… an opportunity to build a deeper relationship with their customers and even move ahead of their competitors.
2) Plan for the Moment – Would you be surprised if I said the Oreo, dunk in the dark was not a random lucky post by accident? In fact, it was strategized and planned months in advance. They had a series of images ready to post given the situation. Some obvious like holidays and some subjective. how they won was by planning for the moment and being prepared to join the real-time conversation regardless of what happens in the world. So the lights went out in the super bowl and just like that, you have an award winning tweet and something that marketers will remember forever.
3) Don’t be Afraid to Fail – New features roll out weekly. New platforms pop up and with them come new potential customers. New ways of communicating spark out of nowhere. Don’t be afraid to try something new. Tweet with an emoji, start a periscope account, test Facebook live video, live tweet a TV show. start an AMA with an exec or special guest. Don’t be afraid to fail, but if the returns aren’t there, then fail fast. Only 17% of fortune 500s are on Pinterest. This is a powerful platform that is perfect for brands that want to connect with their customers.
John Bohan
I’m fascinated and energized by the state of the advertising industry today. Many people claim advertising is dead, and there’s no doubt it has changed dramatically in recent years with new challenges emerging daily. Advertising as we knew it is dead. Good advertising is no longer about selling. It’s about inspiring. It’s no longer about brand stories. It’s about people stories. Social media is the single most effective way for brands today to make real connections with real people.
1) Think, talk and act like your customers by gaining a deep understanding of your CUSTOMER ARCHETYPES (read our “bluepaper” here). You have to meet people on their terms in marketing today, and genuinely care about improving the quality of people’s lives. It’s not about your WHAT…it’s about tapping into their WHY.
2) VIDEO, VIDEO, VIDEO. It’s estimated that mobile video will account for 75% of total mobile data traffic by 2020. Facebook is making major moves to champion video and it’s already proving to be highly effective for brands and publishers. From Facebook 360 to Facebook LIVE (hailed as the future of TV – exploding watermelon, anyone?), new video tools allow people to get even closer to the brands, movies and media they love.
3) THE MESSENGER MATTERS – If you want more customers, get more friends. Brands touting their own services and capabilities through one-way messages fall silent in the forest. No one cares and people are tired of being sold to constantly. But they do like and buy from brands that are recommended by their own friends or people that they trust.
If you want people to listen to your message, the person telling your story matters. Build quality networks of influencers that connect with your different archetypes and provide these advocates with turnkey, engaging ways to spread your story in authentic ways (see Storytelling vs. Story Starting).
Jessica Hasson
CEO and Founder of PulpPR. I am passionate about this panel because it has been a powerful learning experience understanding the psychology behind social media, and what companies like Facebook are doing to improve their platforms accordingly. These changes are what ultimately impact the future of marketing and public relations, and we must learn and adapt from them if we are to be successful.
1) Take advantage of the wealth of social media resources available to you: social networks, marketing tools, etc. – most of which are free or of low cost to your business. You have nothing to lose and everything to gain from these resources.
2) Keep on top of the latest social media trends: Experts are constantly studying the psychological impacts of social media. Read up on these types of studies often to better understand how you can efficiently target customers through social media.
3) Analyze your results, often: The only way to improve upon your past efforts is to analyze them, and figure out what went wrong or what did well. As Einstein has stated: Insanity is doing the same thing over and over and expecting different results. Don’t be insane.
What these people who are in the field actually doing digital and social media, interfacing and engaging with customers are telling us is that the customer is in charge of the message and that it’s time to shift the way things are done.
@DrNatalie, VP and Principal Analyst, Constellation Research
Covering Customer-Facing Applications that Create Awesome Customer Experiences
On May 10th I attended Salesforce Connections 2016 in Atlanta Georgia. This event is Salesforce's conference dedicated to marketing, showcasing their Marketing Cloud offerings.
There were four main announcements:
My Summary
1.) With the updated look and navigation, the full range of features (delivered via a series of Studios and Builders), and the integration with the rest of Salesforce (ex: Sales and Service clouds) Salesforce Marketing Cloud provides an very powerful platform for marketing professionals to reach their audiences across email, social media and even places like car dashboards. They deliver personalized, 1:1 marketing whenever and where ever the customer needs it.
2) I was surprised by the overwhelming focus on email (they did not ignore social media, but it certainly took a backseat to email) and pushing offers (ads), as marketing is more than just pushing discounts at people, it's building relationships and providing them information and services they need.
3) While Marketing Cloud was updated with the "Lighting UI", it is still lacking the collaboration features that the Sales and Service clouds have. I look forward to seeing them add Chatter directly into the various Marketing Cloud studios so that marketing professionals can have conversations directly within the context of their campaigns.
Here is a short video recap of day 1:
Here are my tweets from day 1. You can scroll (down) through them, or click view as slideshow.
Future of Work Chief Marketing OfficerOld Dogs Can Learn New Tricks: It’s never too late to transform yourself. Having been a system’s integrator many years ago, I found the transformations happening at Capgemni very inspiring. There was a period where many system’s integrators avoided the conversation about going to cloud and for good reason. Their business and revenue model was not shaped for the cloud. They were based for on-premise installations. Enter the cloud and everything changed. With the integration of IGATE and Capgemini, outstanding changes are definitely clear. Replacing McKinsey and Accenture in many digital transformation projects, they are looking to lead the digital transformation. Net new customers are over 200 and a 35% increase in the client base in North America. Though under NDA, the brands were very impressive.
What did Capgemini learn from IGATE? And I have to say I really appreciated all of the executives transparency and honesty in their process of becoming a digital transformation system’s integrator – including but not limited to Fernando Alvarez, Paul Hermelin, Srikanth Iyengar, Bill Ruh, Lanny Cohen, Tim Bridges, John Mullen, Dee Burger, Todd Rovak, Jean Pierre Petit, Frank Greverie, Doug Mills, Mathieu Colas and Andre Cichowlas. IGATE was known for the great client relationship capabilities. A client’s CIO had said, “I’ve never had a company pay more attention to my culture and my people and company that what we have experienced with IGATE.” IGATE is a new breed of company infusing it’s culture into Capgemini, with the key themes of speed, agility and imagination. And Capgemini vowed to learn from IGATE.
Capgemni’s Digital Business Model: It includes not only the “what” but the “how” of customer experience, including digital customer experience, digital organizational and people and digital operations. In terms of the “how”– what digital seems to mean are areas like social & mobile, data, IoT, cyber security and cloud. There was a large focus on cyber security, as more and more customers are putting their data in the cloud. There is a focus on digital innovation as well as a digital ecosystem of partners and start-ups in the mix. There key digital capabilities include: innovation, digital customer experience, digital manufacturing and insights and data.
Fahrenheit212 Innovation Strategy and Design Company: They believe that innovation can be inherently reliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients’ businesses. They believe most great innovations don’t come from consultants—they come from entrepreneurs and entrepreneurial organizations. Entrepreneurs are driven by a powerful force that counter-balances their challenger mentality. Namely, they have skin in the game. They don’t obsess over the process of innovation; they care only about the outcomes. And it’s why they make a good addition to Capgemini.
Since their inception, Fahrenheit 212 has harnessed this entrepreneurial approach through a performance-based compensation model that aligns our risk and reward with that of our clients. They offer their clients the option of putting a significant portion of our potential compensation at risk, contingent on their solutions hitting pre-determined success milestones. This means their ideas can’t just be interesting; they actually have to deliver actual business results.
Digital Manufacturing Is Hot: The digital manufacturing value proposition includes a comprehensive enterprise offer of smart product and plants, Capgemni IP and an extended ecosystem of subject matter experts and highly skilled resources. With a 180,000 Capgemini employees, they are looking not only to re-skill some folks as well as hiring new people.
Cloud Is the New Normal: Their cloud value proposition is that cloud first is the new normal. Of their North American clients, 80% want their applications in the cloud in some way- some pure cloud, others a hybrid model.
Competitive Roadmap For Capgemini: Capgemini’s competitive roadmap is one of quality of service where they want to work with some of the most demanding clients on the most challenging projects with the most talented people in the world. Capgemini’s entry into the world of IoT, though under NDA, was very impressive and spot on. I look forward to see what comes of their partnerships and their vision.
@drnatalie petouhoff, VP and Principal Analyst, Constellation Research
Covering Customer Facing Applications, including the customer experience of IOT
Recently, I was involved in research spearheaded by the IMS Institute for Healthcare Informatics on New Strategic Information and Technology Roles in Life Sciences Companies: The Impact of Digital Transformation on the CIO. The findings warrant further thought and discussion. The data on where life sciences CIOs are—and where they need to be—reveal a dramatic skills gap that will be filled one way or another. Not all of those ways will be career builders for CIO incumbents. (Cue the voice over: “Be afraid. Be very afraid.”)
CIOs have evolved over the last 25 years—the entire lifespan of the function—to excel at what their organizations have needed. Recently, however, the scope and pace of change in their environment has been sweeping. Consider the current dynamics:
The very competencies that earned CIOs their roles are now holding them back.
Consequently, a company’s head technologist has more to worry about than “keeping the lights on” and managing internal processes for reliability and efficiency. Technology is playing a different role and so must the CIO.
Rather than serving as problem solvers, CIOs are increasingly expected to be innovators, capable of finding new problems (being problem finders if I may) in the marketplace that can be solved with technology. This requires shifting from an inward focus on maintaining service stability and continuity to an outward focus on the possibilities of creating something completely new of value. It demands a curiosity about customer’s needs and market trends and requires substantial creativity and forward thinking.
Traditionally, CIOs have created and overseen organizations of skilled builders—experts who can start from scratch and create all the technological functionality an organization needs. But, in today’s IT world, where pre-configured system components are ready to be “stacked” into a comprehensive solution, the entire model has changed. CIOs are no longer managing a factory but a supply chain.
The IT builders of the past needed to follow strict procedures, to nail down requirements, and to work linearly. As their leaders, CIOs placed a premium on detail orientation and adherence to process. Today, the technology environment is much more fluid, and CIOs must value—and should exemplify—agility and flexibility.

When faced with a mismatch between the skills they have in their CIO and what they know the organization needs, CEOs can proceed in one of at least three directions . They can:
In those life sciences companies where CEOs are willing to “double down” on their incumbents, CIOs have a shot at reorienting themselves and retooling their organizations to succeed in this new technology era. But, even those fortunate CIOs have no time to lose.
Future of Work Tech Optimization Chief Information Officer