Workday 24 - ‘True’ Analytics, a Vertical and more - now needs customer proof points

Vice President and Principal Analyst
Constellation Research

Holger Mueller is VP and Principal Analyst for Constellation Research for the fundamental enablers of the cloud, IaaS, PaaS and next generation Applications, with forays up the tech stack into BigData and Analytics, HR Tech, and sometimes SaaS. Holger provides strategy and counsel to key clients, including Chief Information Officers, Chief Technology Officers, Chief Product Officers, Chief HR Officers, investment analysts, venture capitalists, sell-side firms, and technology buyers.  Coverage Areas: Future of Work Tech Optimization & Innovation  Background: Before joining Constellation Research, Mueller was VP of Products for NorthgateArinso, a KKR company. There, he led the transformation of products to the cloud and laid the foundation for new Business Process as a…...

This morning Workday unveiled Workday 24 as part of their twice yearly release cycle. All customers are live and the vendor is (rightfully) proud that the overall application of the release took little more than 4 hours – showing that Workday has done some additional housekeeping on its overall cloud infrastructure.

What are my top 3 takeaways of the release?

‘True’ Analytics (more here) see the light of day – Last year Workday committed pretty much all of their roadmap of new announcements from their Rising conference to (‘true’) analytics. The vendor announced 3 Finance and 3 HCM analytical applications, that Workday calls Insight Applications. With Workday 24 the vendor makes good on its roadmap, tackling the very common area of Retention / Flight Risk. Pretty much all major HCM vendors now have analytical models to predict flight risk – so it is good to see that Workday has equally released / shipped that capability. Now it is all up to hearing from the first customer how well these retention analytics work. Looking forward to hear more. Moreover it is good to see that Workday now strikes the right balance between visualization, reporting, analysis and analytics – as all have their place in a modern 21st century application, but it is good to see Workday getting the definitions right and helping to reduce the confusion too many vendor marketers have created around the ‘analytics’ term.

Screenshot showing Retention Analytics

Professional Service Automation – PSA – sees the light of day, too – So far vertical offerings at Workday – apart from Workday Student – have not been broken out into separate products – PSA is now the first complete vertical offering that combines key capabilities of HCM and Finance in a new offering that looks functional rich and attractive for a first version. It is good to see that Workday re-uses and leverages assets and creates more value for its (numerous) professional services customers. Anyone having run a professional services team knows that Microsoft Excel is the band-aid that keeps these organizations going – so it is good to see a vendor offering putting (hopefully) and end to tedious and error prone workarounds.

Screenshot of PSA Dashboard

A function-rich release – I have been critical of Workday for – what it looks from the outside – slowing down the functional richness of its releases over time. Workday 22 and now Workday 24 are a departure from that trend, so it is good to see that with Recruiting, Insight Applications and the new PSA product, Workday is delivering major new functionality beyond architecture and user interface. As mentioned earlier – tough to measure from the outside what really a number of x enhancements means.

Update 15	Update 16	Update 17	Update 18	Update 19	Update 20	Update 21	Worday 22	Workday 24
October 2011	April 2012	August 2012	November 2012	April 2013	September 2013	January 2014	May 2014	April 2015
User Experience - Outlook Integration - Chatter Integration	Mobility HTML5 Support for non IOS devices	Mobility - New modules - Global Support	Workforce Engagement: Team Profile Professional Profile	Headcount Planning	Big Data Analytics	New User Interface for browser	New Process Framework	An Intelligent Foundation for Analytics 1st Insight App New Android Look & Feel
Talent Management - Talent Reviews - Career Interests - Cornerstone Integration	Onboarding	Time Tracking	Performance Management Enhancements	Android Native Support & iOS Mobile Enhancements	User Experience - Configurable Grids for Compensation	Performance Management across browser and mobile	Recruiting Travel Connector rids for Compensation	Retention Insight App Talent Insights Professional Services Automation (PSA)
Payroll - Payroll for Canada - Payroll Connector		Usability Enhancements	Custom Fields	More custom fields	Mobility - Notbooks for iPad	Legislative support - Report for ACA / RUP	Collective Bargain Agreements	Improved Time Tracking
Higher Education Functionality				170 Enhancements	207 Features / 80 Brainstorm Items	246 Features / 67 Brainstorm Items	347 Features / 68 Customer Requests	30% of Features from Brainstorm Items

P.S. Need to add Workday 23 some time.

MyPOV

Always good to see vendors making good on their roadmap announcements and good to see Workday delivering a function-rich Workday 24 release. There is also a commercial aspect with the release – as it marks the end of the ‘all included’ era for Workday – remarkably, the vendor has been able to keep this up for its first 10 years. And the Insight Applications can create enough value for enterprises to justify this – but it is a first for customers and a first for the Workday salesforce, so an area to watch.

2015 is also the year the Workday Payroll for the UK is released. It wasn’t part of the Workday 24 announcements this week – but there are still plenty of days left in this year for Workday to make that milestone – in my view a key one to track.

And on the adoption side of new functionality, as customers are live on the software, now it comes to see how well they are using the new functionalities and how successful they are with them. The very nature of analytical applications makes the ‘does it work’ question harder for all players involved – as you need to have historic data – or start collecting data to see if the predictions, recommendations and actions really move the needle for enterprises as desired, designed and expected. We will be watching closely.

Former InformationWeek Editor Doug Henschen Joins Constellation to Cover Big Data Analytics

Veteran enterprise technology editor joins research team as Principal Analyst

New York City, Silicon Valley – Constellation Research, Inc., the Silicon Valley-based disruptive technology research and advisory firm announced today the appointment of Doug Henschen to the research team as Vice President and Principal Analyst covering big data analytics. Henschen, whose research focuses on information and orchestration technologies, business intelligence, data-visualization, analytics, NoSQL and big-data analysis, expands Constellation’s ability to provide data-to-decisions research to its early adopter clients worldwide.

The addition of Doug Henschen, a leading observer of trends in data-driven insight and innovation, signals Constellation’s commitment to comprehensive analysis of the impact of disruptive technologies on business today. Henschen examines how brands and organizations uncover product and service opportunities through near-real-time insight, spatial analysis, and blending of vast quantities and varieties of data -- including sensor data and third-party-enrichment data – to gain a deep, contextual understanding of customer, partner, employee, and supplier needs, preferences, and intensions.

"I'm honored to join Constellation Research as I've long admired its focus on forward-looking, technology-enabled business innovation," said Henschen. "I'm used to asking vendors tough questions and exploring breakthrough uses of technology. My new role at Constellation Research gives me an opportunity to share deeper and more detailed insights to help guide technology purchases and digital-transformation initiatives."

Doug Henschen most recently led analytics, big data, business intelligence, optimization, and smart applications research and news-analysis as Executive Editor at InformationWeek. He was previously led Intelligent Enterprise and Transform Magazine, which focused on business process management.

“We are excited to have someone as experienced as Doug join us helping our clients navigate how data to decisions transforms business models. Doug is a leading authority in this space and in enterprise applications,” said R “Ray “Wang, Principal Analyst and CEO, “As the influencer landscape changes, our clients expect to work with experienced professionals with extensive buy side points of view. Doug’s passion for critical analysis is what our Executive Network members expect us to deliver”

COORDINATES

Profile: https://www.constellationr.com/users/doug-henschen
Twitter: @dhenschen
Website: Constellationr.com
Linkedin: www.linkedin.com/in/doughenschen
Geo: New York City Metro

Doug Henschen Biographical Information

Doug Henschen is a Vice President and Principal Analyst focusing on data-driven decision making. Henschen’s Data-to-Decisions research examines how organizations employ data analysis to reimagine their business models and gain a deeper understanding of their customers. Innovative applications of data analysis requires a multi-disciplinary approach starting with information and orchestration technologies, continuing through business intelligence, data-visualization, and analytics, and moving into NoSQL and big-data analysis, third-party data enrichment, and decision-management technologies.

Insight-driven business models are of interest to the entire C-suite, but most particularly chief executive officers, chief digital officers, chief financial officers, chief marketing officers, chief information officers, chief customer officers, and manufacturing and supply chain leaders.

Previous experience: Doug led analytics, big data, business intelligence, optimization, and smart applications research and news coverage at InformationWeek. His experiences include leadership in analytics, business intelligence, database, data warehousing, and decision-support research and analysis for Intelligent Enterprise. Further, Doug led business process management and enterprise content management research and analysis at Transform magazine. At DM News he led the coverage of database marketing and digital marketing trends and news.

Professional background

InformationWeek, Executive Editor, 5 Years
Intelligent Enterprise, Editor In Chief, Editor 6 years
Transform/Imaging, Editor in Chief, 6 years
DMNews, Executive Editor, 1 year

Education

Bachelor of Arts, Syracuse University

Coverage Areas

Analytics, big data platforms and NoSQL technologies, business intelligence, data exploration and visualization, data integration and orchestration, decision support and management, decision-management and real-time analysis technologies

About Constellation Research

Constellation Research is an award winning, Silicon Valley-based research and advisory firm that helps clients navigate tumultuous business environments with disruptive technologies and progressive transformation strategies. Constellation enables forward-thinking visionaries to harness the transformative power of digital technologies to solve tough business problems and advance their careers.

***

Constellation Research, Constellation SuperNova Awards, Constellation Orbits, Connected Enterprise, Constellation Cosmos, and the Constellation Research logo are trademarks of Constellation Research, Org. All other products and services listed herein are trademarks of their respective companies.

Press Contacts:
Contact the Media and Influencers relations team at [email protected] for interviews with analysts.

Sales Contacts:
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Data to Decisions Marketing Transformation Innovation & Product-led Growth Chief Customer Officer Chief Information Officer Chief Marketing Officer

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IoT is the key technology element that will drive the full transformation of Digital Business into the next generation of Business.

Andy Mulholland

Vice President and Principal Analyst, Constellation Research
Constellation Research

Andy Mulholland is Vice President and Principal Analyst focusing on cloud business models. Formerly the Global Chief Technology Officer for the Capgemini Group from 2001 to 2011, Mulholland successfully led the organization through a period of mass disruption. Mulholland brings this experience to Constellation’s clients seeking to understand how Digital Business models will be built and deployed in conjunction with existing IT systems. Coverage Areas Consumerization of IT & The New C-Suite: BYOD, Internet of Things, IoT, technology and business use Previous experience: Mulholland co authored four major books that chronicled the change and its impact on Enterprises starting in 2006 with the well-recognised book ‘Mashup Corporations’ with Chris Thomas of Intel. This was followed in…...

A deliberately bold statement, however it is a logical prediction, particularly so if you have been following this winter series of Blog posts. The currently the transformation to Digital Business is driven by the capability to increase sales and market share by using ubiquitous Internet connectivity to reach potential and existing customers. The connectivity coupled with the use of social tools extends the level of understanding of the relationships and requirements into new insights that allow a seller to be ‘smarter’ in their interpretation of opportunities.

Research report now available: The Foundational Elements for the Internet of Things (IoT)

Internet of Things, IoT, extends the same the ubiquitous connectivity of People through the use of Social Tools to include Machines, Processes, Objects, and yes, even further data on People activities. Visualize this as moving from the limited view of your enterprises customers via Social Tools, to a full 360-degree view of everything that affects your market, or each individual opportunity.

Upon grasping this point it becomes easy to understand the reason for the predicted massive growth in the use of IoT as it the real transformation force behind Digital Business. Internet of Things sensors are rapidly moving beyond the simple measurements of initial products, and fast becoming sophisticated, multi capability monitoring devices; think what the Apple Watch Health app tells those who have authorized access about the wearers health and daily activities as an example.

The enterprise that can maximize its IoT connectivity across the market truly has the power to out smart its competitors by the use of its 360-degree view of the market and opportunities. Many describe this as ‘Big Data’ stating scale and rates of data creation are far beyond what can be managed beneficially with todays analytic tools, and compute power.

This hyper connected, massive real time data flow driven environment is both a real challenge in how data is utilized, and a huge business competitive opportunity. No longer is the challenge not having enough data, or enough analytical power to comb through our precious accumulated data for new insights. Now the challenge is spotting the immediately relevant data from the continuous flows of data created by monitoring a huge number of IoT sensors covering all aspects of the market place.

To win in this fast moving, dynamic new connected environment means immediately understanding events as they are happening, including competitors’ actions that affect the market, and be able to influence the outcomes with smarter responses. This transformation to real-time business is more than using Digital Technology with Social Tools to connect in a new manner to people. This is shift in the entire basis of competition driven by new capabilities in Technology.

‘Digital Business’ as we practice it today is the interim step to ‘Smart Business’ conducted in the transformed Smart Markets and Industries of tomorrow. A World where everything is connected to produce a mesh of cross-related data flows that periodically relate to each other and ‘merge’ to trigger real time insights.

The winners, whether buying or selling, successfully tap into the World of IoT data flows using the new generation of tools that spot and trigger the kind of ‘Insights’ that have the power to simply out smart competitors.

This is not the IT, or Data Analytics, environment we know today, with data mostly delivered by either the historic transactions of Enterprise Applications, or through exercises to identify, and collate, for data entry after the event. Big Data in this model describes an over whelming amount of stored data that defies most efforts to analyze for even short term opportunistic outcomes, let alone making real-time ‘Smart’ decisions.

Smart data is the real time alignment of multiple data sources flows at a mutually significant, or relevant moment, by an advanced analytical engine using a rules structure to provide Smart Insights. As the number of IoT sensing points increase so does the number of data flows, increasing expediential the capability to trigger new and unsuspected smart Insights.

This is a difficult capability to understand, just as Relational Databases were to a previous generation, and was covered in more detail in the previous blog; the science of getting real value from IoT data. As indeed were all the elements that make up the complete picture of the Smart Enterprise competing through real time sense and respond to the global market place.

We have now arrived at the concluding Blog in the entire series that started in October 2014 and presented on alternative weeks through till April 2015; a journey on the implications for an Enterprise on business transformation under the title of Digital Business; and a primer of how IoT with its associated Technologies is developing and being deployed to change capabilities for business. More than a few people commented that, as the series progressed, it become increasingly clear that the two topics with their developing narratives were clearly linked. In the last two months for many readers it has become clear, that as it was intended to demonstrate there is more than a more link.

The Internet of Things, IoT, is actually the key additional to Digital Technology that transforms Industries, Markets, and Enterprises, into a whole new generation of Business models supported by competitive activities.

The popular separation of the business transformation implications of Digital Business taken to mean sales and marketing activities online; from the introduction of the wide range of new Technologies that are driving the Internet of Things is an artificial and dangerous misunderstanding. It stems from inadequate appreciation and grasp by Business managers of technology, and by Technologists of Business, resulting in neither party full grasping the full scale of the current changes.

We should be more aware as the history of Technology with its impact on Business, and in particular, the more recent transformation in the period of the late 1980s into the 1990s, generally goes through the same pattern. There is a period when a slew of new technologies appear, usually individually offering business value, then value is increased through the integration of the technologies finally leading to a Business Transformation to new competitive capabilities.

In the 1980s to 1990s, the PC with personal Applications, linked into Networks, which in turn led to Client-Server applications, growing into ERP suites that delivered Business Process Re-Engineering of Enterprise Business models. At each stage many enterprises congratulated themselves on the value of new deployments in isolation, before having the expense of re working into the final cohesive mature change.

Recent years have led through Clouds, Mobility Devices, Apps into Browser Web Services, leading to Social Tools and Digital Business. Now IoT extends the principles of external social connectivity into full market connectivity, and awareness, by drawing on all of these technologies in a maturing integrated manner to transform competitive capabilities and costs of deployment.

Whilst Digital Business and IoT should not be considered in isolation from each other, it is necessary to fully understand each individually in depth to draw up roadmaps for the successful, and necessary, full enterprise transformation. See the diagram below with the highlighting of the two capability gaps;

Summary; This winters blog series has been focused on examining in full the nature of the business led challenge under the title of Digital Business; and the Technology deployment challenge under the title of IoT. This final blog in the joint series finally summarizes the combined situation. With this conclusion it is recommended to consider re-reading some of the previous blogs to put the full context in place. The summary list of all the posts can be found here.

Speaking as the author; I will be taking a break for some of the summer months in the form of a Sabbatical therefore the frequency of posts will reduce for a few months. I will however remain actively engaged in these topics through out the period of my summer sabbatical, albeit at a reduced activity level in blog publishing. I will be appearing and presenting on these topics at the Constellation Research European Digital Disruption Tour. Specific dates and locations are London on 17^th June and Amsterdam 22^nd June.

Research report now available: The Foundational Elements for the Internet of Things (IoT)

Innovation & Product-led Growth Tech Optimization Future of Work AI ML Machine Learning LLMs Agentic AI Generative AI Analytics Automation B2B B2C CX EX Employee Experience HR HCM business Marketing SaaS PaaS IaaS Supply Chain Growth Cloud Digital Transformation Disruptive Technology eCommerce Enterprise IT Enterprise Acceleration Enterprise Software Next Gen Apps IoT Blockchain CRM ERP Leadership finance Customer Service Content Management Collaboration M&A Enterprise Service Chief Information Officer Chief Technology Officer Chief Digital Officer Chief Data Officer Chief Analytics Officer Chief Information Security Officer Chief Executive Officer Chief Operating Officer

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The Top 100 Cloud-based Enterprise Software Startups Of 2015

Investments in emerging enterprise software companies increased 53% from Q3 to Q4, 2014 according to MoneyTree Report, a collaborative research initiative between PricewaterhouseCoopers and the National Venture Capital Association. A graphic from the latest available data shows how software investments were 39% of all investments in Q4, 2014.

To determine which enterprise software startups have gained the greatest amount of funding since they were founded, Mattermark was used to rank order all enterprise start-ups. Mattermark uses a combination of artificial intelligence and data quality analysis to provide insights into over 1M companies, over 470K with employee data, and over 100,000 funding events.

invest by industry

Mattermark uses their Growth Score is the default ranking for all companies tracked in their service. This score is not meant to provide guidance on which startup to invest in. Rather it’s a measure of momentum across the metrics and KPIs that Mattermark measures.

Using their free trial, I completed the following analysis of cloud-based enterprise software startups. I’m not a consultant to Mattermark and never have been. As many Forbes readers find software investment data fascinating, I contacted Mattermark and asked for a free trial, which they graciously provided. You can download the list in Microsoft Excel format here.

Tech Optimization Innovation & Product-led Growth Future of Work SaaS PaaS IaaS Cloud Digital Transformation Disruptive Technology Enterprise IT Enterprise Acceleration Enterprise Software Next Gen Apps IoT Blockchain CRM ERP CCaaS UCaaS Collaboration Enterprise Service Chief Information Officer Chief Technology Officer Chief Digital Officer Chief Data Officer Chief Analytics Officer Chief Information Security Officer Chief Executive Officer Chief Operating Officer

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The First (IBM) Verse in a Long Journey

Alan Lepofsky

Vice President & Principal Analyst
Constellation Research

Alan Lepofsky - VP and Principal Analyst, Constellation Research. With almost two decades of experience in the collaboration software industry, Lepofsky helps organizations improve the way their employees work together to get their jobs done. Lepofsky’s primary research area The Future of Work, focuses on: integrating collaboration and business processes (Purposeful Collaboration), structuring work via Social Task Management, leveraging analytics and digital assistants to work more productively, the strategic impact of mobile computing on business transformation, and measuring workforce culture based on Digital Proficiency instead of age. Twitter: @alanlepoLinkedIn: https://ca.linkedin.com/in/alanlepo     , Title: Big IdeasIntelligent Collaboration: The Intersection of…...

Today IBM announced the availability of IBM Verse, their new email client that aims to help people manage the email overload problem that many people struggle with. I provided my initial thoughts on Verse (please read!) after IBM’s launch event back in November 2014.

Given that five months have passed, I’d like to revisit some of the key points from that post and examine what progress has been made.

Who? What? Why?

> One of the most significant things about IBM Verse is the level of attention it has within IBM

IBM Verse combines communication and collaboration features with analytics that span several internal divisions of IBM. It’s good to see them working together, along with the IBM Design team and the SoftLayer team for hosting in the cloud.

As for marketing, IBM Verse has been shown at key IBM conferences, Mobile World Congress, CeBIT, SXSW and several IBM user groups around the globe. There is a dedicated IBM TV commercial about it, and IBM even had a skit about Verse run on the Jimmy Kimmell show. I’ll refrain from sharing my thoughts on that skit and let you make up your own mind.

While the breadth of marketing is a good thing, it brings to mind a very important question: “Who is the target audience?”

Is IBM Verse intended for:
- Personal (consumer) use or businesses? If businesses, enterprises? SMBs? If personal, why would anyone choose this offering over a competitive one like Gmail or Outlook
- Upgrade for existing Notes/Domino customers? If so, is the focus on moving to the cloud or waiting until Verse is available on-premises?
- Upsell for IBM Connections customers? Connections has always worked well with Microsoft shops, is the hope that Connections + Microsoft customers will now go fully IBM
- Migration of Google or Microsoft customers? While Verse is primarily focused on email today (there is some chat and file sharing capability) is the goal to compete with the more complete Microsoft and Google suites?
- Brand new customers? Is IBM hoping to entice brand new organizations as they make their initial IT decisions? Will these new companies even be looking at email solutions, or instead focus on newer forms of communication and collaboration?

IBM needs to have a clear answer for this, and can’t say “All of the above.” I am hearing from some IBM Business Partners that they are getting inquires from small customers who are currently using Microsoft or Google’s products. However, I believe the vast majority of Verse customers will be those that have both Notes/Domino and Connections, and are looking to modernize their IT and end-user experiences.

Delivering On Vision

> The concepts behind IBM Verse are not solely focused on creating a better email client.
> While IBM Verse offers a vastly improved experience over existing IBM products, it is not yet a major leap forward in changing the way people work.

While the first manifestation of Verse is email-centric, IBM does have a broader vision for encompassing additional forms of communication and collaboration. I understand IBM needed a starting point, and email is a good one as it is still the primary communication tool used by businesses around the world today. However, given the marketing hype around #NewWayToWork and the impressive size of IBM’s Design team, I am disappointed in v1.0 of Verse. This was a good opportunity for a new starting point in communication and collaboration, but instead it’s essentially a bit better inbox than what exists today in iNotes. My major concern is that there very little #NewWayToWork about it.

Will it:
- Change the way Sales Professionals build pipelines, complete RFPs and close deals?
- Enable Marketing teams to run campaigns more effectively?
- Assist Support organizations in resolving customer issues faster?, etc.

Not today, as email is just one component in getting work done. Verse currently does not factor in social networking, task management and enterprise business process software. Verse does not provide a new “starting point for the day” that aggregates together all the information people need to get their job done. Today it’s a better inbox. That’s a good thing, but it’s not a #NewWayToWork. One of my primary research areas is the intersection of social and analytics. The combination of these two areas has potential to significantly improve the way people work. IBM is in a good position to leverage their vast analytics capabilities, but the current version of Verse offers very little in this area.

Help From Your Friends

> IBM BlueMix will provide the application development capabilities for business partners to expand and integrate the features of IBM Verse.

One of the keys to the success of a platform is the depth and reach of its partner ecosystem. In the early days of Notes/Domino, IBM built a huge base of business partners. Similarly, other enterprise software vendors like Microsoft and Salesforce rely heavily on their partners to sell, support and extend their platforms. IBM needs to do the same with Verse. At launch, the partners for Verse are ones that can assist in migrating customers to the cloud. That is a very logical starting point, but IBM needs to heavily invest in getting partners to create additional features, admin tools, security products, and other extensions to Verse.

Thankfully, IBM BlueMix is positioned to provide the platform for these partners. In the past, Lotus Notes/Domino was sort of an island in the vast sea of IBM products. But now BlueMix is a single platform where developers can leverage features of Connections, Watson Analytics and more. I am hopeful that IBM can entice business partners to build on the Verse platform similar to how Microsoft, Google and Salesforce have done with their partner ecosystems.

The First Verse in a Long Journey

My recommendation is that existing IBM customers speak to their account teams about IBM Verse’s roadmap and where it fits into their 2015/16 IT plans. As others such as Volker Weber have pointed out the features and user experience of Verse are not ready for prime time usage yet. You can read Volker's posts here: Verse Beyond Powerpoint, What IBM should do to improve IBMVerse.com, No more talk about IBM Verse Freemium. Currently, I don't see Verse as a compeling enough platform to warrant enterprise wide migration from a competitive communication, collaboration and productivity platform.

While IBM’s vision is solid, they need to improve on their execution and do so quickly. Their competitors are all working on next generation collaboration platforms as well, so 2015 is a critical year for locking down customers. IBM has excellent assets available to them in security, cloud hosting, analytics, mobile and design, so I look forward to seeing how quickly IBM can interate on Verse and create a compelling experience that matches the vision.

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

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Guy Courtin Landed Integrated Supply Chain Advisory Board Spot

Director of Customer Programs, Constellation Research
Constellation Research

Carole oversees the Constellation Executive Network, an executive community for innovative senior leaders who value strategic guidance from trusted advisors who understand the power of disruptive technologies. Carole brings over 15 years of marketing, strategic account management, and operations experience, specializing in high technology and professional services. She holds a BA from Santa Clara University and a MBA from Thunderbird, School of Global Management.     ...

For those of you who haven't met Guy Courtin yet, he's the analyst who can share what you always thought you should know about matrix commerce, one of Constellation's key business themes. We're excited to share that he was just appointed to the Advisory Board of Integrated Supply Chain, Ltd. (ISC), a organization serving global leaders that is headquartered in London.

The timing couldn't be better as he's speaking about the digital disruption of supply chains at the upcoming 'ISC' Turkey 2015 conference on April 28th and 29th in Turkey. He'll be sharing Silicon Valley insights with the world class organizations that make up the board and also participate in ISC's conferences and workshops.

If you haven't seen his latest research reports, there's four recent ones below. These belong to Constellation's State of Enterprise Technology series of research reports.

Constellation Executive Network members and Research Unlimited members get access any time to content like this by logging in here. If you want to suggest a topic for a report in the "State of Enterprise Technology" series, you can also feel free to drop us a line.

The State of Manufacturing

By Guy Courtin and R "Ray" Wang

Manufacturing Adopts Mass Personalization Ideology

In 2015 manufacturing will dive into digital transformation as producers take advantage of data insights to create ever-more customized products.

The State of Retail in 2015 and Beyond

By Guy Courtin

Digital Technologies Reshape Retail and Shift Customer-Retailer Relationship

The customer-retailer relationship will become more cooperative in 2015. Learn about the Amazon Trap, visibility, the Internet of Things, network insights, and more trends in the state retail in 2015.

The State of Post-Sale Commerce in 2015

By Guy Courtin

Post-sale commerce is set to be an important revenue driver for many organizations. Organizations moving to post-sale commerce must consider five key elements included in this report.

The State of Supply Chain Management

By Guy Courtin

The future of supply chains demonstrates how digital will transform business models.

Being demand-driven remains the goal to achieve, the Future of Work and BYOD will affect the supply chain, and data is the product in the state of the supply chain in 2015.

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

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Connected Smarter Products improve Customer Relationships through real-time data management techniques

Andy Mulholland

Vice President and Principal Analyst, Constellation Research
Constellation Research

If the reality of Digital Business is the transformation of Business and Industry sectors driven by ‘everything becoming connected, and therefore ‘smarter’, how do you manage to make sense of the huge amount of data being generated? Big Data is a tough enough prospect today, but in a future world it looks impossible to continue to scale up the current approaches.

The simple answer to the question is that data will not be generated, recovered and analyzed through the reporting tools we use today. Instead the data itself will be ‘smarter’ and structured in new ways that suit being ‘flowed’ through real time analysis capabilities.

Research report now available: The Foundational Elements for the Internet of Things (IoT)

It helps start by reminding ourselves why we think the way we do in managing the use of data. Not surprisingly, much of our current view on Data, including the manner the way in which we make use of it through analytics, relates to the IT Back Office operational model. Our prime data source is from traditional Enterprise Applications focused on internal business operational processes, so sophisticated tools are required to provide reporting on enterprise business issues that are not covered by any single application and its data record of a transacted process.

A further point is that these are historical transaction data records leaving business always working some days, or even months, behind its own activities. Business Intelligence using In-Memory techniques, first introduced into mainstream Business Intelligence by SAP with its HANA technologies, sought to close the time gap by analyzing data as it is written and used, a radical and important improvement. However the challenge of the Application centric nature of the data versus the business view required still remains.

As a result our current views on data, and what can be achieved with it, are largely based on using data from the automation of Back Office internal Enterprise processes. Our current driving forces are coming from new technologies opening up the external business market leading to a focus on Front Office activities. As the nature of business markets is changing the importance of new data from new external sources has grown to be a crucial new imperative to master. The terms Digital Business and Big Data are usually used in connection with Sales and Marketing initiatives to better target sales activities.

Digital Business Social Marketing programs have introduced an impressive new source of data more closely reflective of sales and marketing activities, but Industry sector transformation is a disruptive force beyond this driven by connected and smarter products redefining what and how sales and marketing interact with customers in new smarter business models.

A previous blog, (Sell more today then its Digital Business; Survival is Smart Business), explored the difference between using Digital Business to improve selling the current business model more effectively and the impact of Industry Sector transformation caused by connected smarter products. The term ‘Smart’ is used to describe increasing number of products that are both connected and as a result are able to be used in ‘Smarter’ ways. The example used was the transformation of the motor industry towards having to increasingly compete around the technology of connected, personalized ‘Smart Cars’ rather than more traditional engineered features of power, or styling.

Smart Products produce exactly the focused data on how their use that Sales and Marketing require to define their customers profiles, and to offer further revenue producing services that are optimized to the individual customer this ensuring ongoing revenue a new level of customer supplier relationship.

The Internet of Things, IoT, even the Internet of Everything, IoE, is the generic term for this connected real-time sense and respond environment, and much has already been written about the resulting avalanche of data. And if the techniques in use today were applied to this then the sheer amount of data will overwhelm any useful targeted outputs in realistic timeframes. Fortunately current IoT first generation use of sensors to improve real time information of business process has resulted in entirely different techniques to manage the resulting data.

In previous blogs on IOT the three critical new technology elements have been outlined that together result in the capability to support scaled up ‘smart’ products. First, Fog Computing combining new network functionality with micro Cloud Computing; Second, Sensor alignment, physical mapping and legacy file alignment; Thirdly, and most importantly of all, new approaches to providing real-time Data Flow management.

The term ‘Smart Car’, (doesn’t refer to the Mercedes sub brand), as in the term Smart Phone, has a technology platform of sensors that provide a great deal of information about its use, its performance and many other factors. It also offers the challenge of providing a unique digital identity that would enable the resulting data to have new interactive levels of business value.

Smart Cars, just like Smart Phones, add a world of personalization that offers a new value partnership between the user/owner, and the seller/operator. The user/owner can add features and capabilities that customize the car to suit their personal use and interests, whilst the seller/operator gains the potential to offer upgrades and additional items that increase revenue. Most importantly of all both learn more about the other through a relationship that should prove increasingly intimate and well focused towards a long term relationship around services, rather than a one off purchase of the car.

All well and good, but to do this means the car companies must manage individually, with unique identifications thousands, even millions, of cars. This is something that Tesla Motors can do today, but at the level of thousands of individual cars. This is a different commercial proposition to the generic retail market for, as an example, household items such as Washing Machines, where the scale massively rises, but at the same time size and price of the products to be tracked decreases.

There are many consumer items that could benefit from being ‘Smart’ to allow customization, and an ongoing Services centric relationship, to do so requires provisioning with a unique IP v6 address for each, and understanding the use of the Internet of Everything, IoE, as a business platform.

There are some big conceptual differences in Internet of Everything, IoE, versus the Internet of Things, IoT, or the Industrial Internet of Things, IIoT. Both IoT and IIoT, have strong similarities in being deployed for business operational benefit as opposed to sales, marketing and consumer benefits with IoE. Where, and for what Business benefit, IoT/IIoT is deployed has been explored in the blog Defining the Business Benefit and knowledge requirement for your IoT/IIoT project.

In IoE and the consumer retail market the slogan of market leader EVRYTHNG.com (sic) defines the basic proposition and shifting to the open Internet and Web environment with its ubiquitous coverage and scale based on open standards, architecture and protocols;

www.EVRYTHNG.com Smart Product Platform makes products smart, interactive and trackable by connecting them to the Web.

The immediate value to the user lies in extra capabilities that make the product more desirable and a better ‘fit’ to their on going use; whilst the value to the manufacturer or retailer lies in increased intelligence as to what their customers want as well as additional ongoing revenue streams in supplying it. There should be value to both in the resulting development of a stronger interactive relationship.

EVRYTHNG generate an ‘Active Digital Identity’ or ADI based on their production of a unique IPv6 Internet addresses for each physical product, as long as there is Internet connectivity regardless of location, or even dynamic movement, the product is always connected to the EVRYTHNG Smart Products Platform. However the really important three further parts of the Platform beyond the services of managing protocols and interoperability and similar ‘house keeping’ tasks lie in;

1) The Temporal, Semantic Data Store channels temporal data streams through a semantic model into use through what EVRYTHNG call a Big-Little Data Store. A more straightforward description might be the ability to stream real time data into Business defined customizable headings in a data store. This makes the identification and value of the data to specific topics immediately accessible thus rending the huge amount of unfocussed Big Data into recognizable and relevant Small Data with its attributes and relationships intact.

2) The Rich SDK Toolkits to support quick development of new specific Apps, or the integration with existing consumer, and business, Services running on the Cloud. The range of Java Script libraries also extend to support traditional Applications in ERP Suites, all using only open standards protocols and services. The SDKs allow third party Business Intelligence, or Analytics Engines to be used if preferred to the EVRYTHNG provided capabilities.

3) Fine Grained Access Control via REST Parameters supports full authentication with, if required sign in User Identification Services that can link to Social Logins from Facebook or similar.

EVRYTHNG offer a white paper for download that provides full details on their Smart Products Platform and its capabilities.

In a relatively short period of time connected Products will become the norm as the buyers require them to be ‘smart’ in terms of their usability and customizable capabilities; Similarly the manufacturers/retailers will require the connections to deliver ‘smart’ data that will allow them to both delight their customers as well as support them with additional items that create revenue and strengthened relationships.

Note;

EVRYTHNG were chosen to be featured in this blog as an example of an advanced product set on the basis of their abilities today to deliver the business capabilities outlined in this blog, and on the basis of their wining several awards for the quality of their technology. EVRYTHNG as with other Technology companies featured in this series of Blogs provided a briefing on which this extract of their key features is based.

Research report now available: The Foundational Elements for the Internet of Things (IoT)

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Constellation Will Review Your Legacy Analyst Firm Contract for $1

R “Ray” Wang to negotiate Gartner and Forrester contracts for $1

SAN FRANCISCO, CA, April 1, 2015—Constellation Research, Inc. (@ConstellationRG), will conduct complimentary contract reviews of legacy analyst firms for its clients and future prospects. Constellation Research, a Silicon Valley based analyst firm, recognizes many clients are locked into contracts with legacy analyst firms who don’t possess the specialized knowledge and ambition to serve customers in the digital era.

The legacy analyst firm contract has not adapted to new service paradigms in the on-demand economy.
Drawbacks of the legacy analyst firm contract:

1. Massive shelfware. Legacy analyst firms require their clients to purchase a minimum of reader and subscriber seats to research often in the tens of thousands wasted in order to access analysts.

2. Limited access to research. Whether sliced by roles, topics, or industries, legacy analyst firms have required a purchase of multiple subscriptions to research that no longer meet the needs of the digital executive.

3. Complacency of the analysts. Research quality has suffered with inconsistent coverage of emerging and disruptive technology, and lower levels of service. Analysts spend their times crafting squares of despair and tragic quadrants that are obsolete on publication. Further vendors tie up many resources as they feel forced to participate in antiquated evaluation process of technology.

Drawing on the experience of over 4000 contract negotiations, Constellation’s R “Ray” Wang will assist clients in negotiating contracts with their legacy analyst firms so they may receive the best services at the best price. This is no April Fool’s joke.

Know what you're paying for. Apply for legacy analyst firm contract review now.

Constellation will review your legacy analyst firm contract for $1.

The fine print:

Limited to 100 applicants
Timeliness of service dependent upon R "Ray" Wang's schedule
Apply here: http://info.constellationr.com/apply-for-legacy-analyst-firm-contract-review

About Constellation Research

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 Chief Customer Officer Chief Digital Officer Chief Executive Officer Chief Financial Officer Chief Information Officer Chief Marketing Officer Chief People Officer Chief Procurement Officer Chief Supply Chain Officer

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Event Report - Oracle HCM World - Full Steam ahead, a Learning surprise and potential growth challenges

Holger Mueller

Vice President and Principal Analyst
Constellation Research

We had the opportunity to attend the 2nd edition of Oracle’s HCMWorld conference in Washington last week. The event was well attended, the audience had more senior HR leaders than the audience we say last year in Las Vegas. Customers were generally curious and excited of things to come and using the whole spectrum of Oracle HCM products. My First Take impression of the Day #1 keynote is here.

So here are my top three takeaways:

New Learning Module - Oracle Learning Cloud – Oracle has been sharing its roadmaps actively at HCM World and OpenWorld, but those did not contain the creation and shipping of a brand new Learning product in spring of 2015. That Oracle could keep the delivery of a new major Talent Management module under the wraps is both an indication of professionalism and the vast resources Oracle has working on its HCM products.

New Learning - Notice - not 'What to learn' - but 'What to watch'

The new Learning product has been built from scratch, uses the Oracle HCM data and object model (formerly known as Fusion HCM) and leverages Oracle Cloud foundation functions like Oracle Social Network (OSN) to make the product more powerful from the get go. The Learning module is a good proof point of the platform capabilities, as it heavily leverages OSN to provide in context learning suggestions and access to learning content. It is unlikely Oracle would have been able to ship as quickly and as powerful a business users without that, the module is tagging to specific content and creating learning scenarios. It also supports streaming of the content to various devices even considering bandwidth optimization. So a working first version of Learning, with all the new, 21st century requirements of self-created content, cross platform delivery and in context access. The roadmap will provide necessary compliance training in fall, with SCORM capabilities, class room training and external training capabilities coming in the next releases.

Leone talks Digital Disruption

Digital Disruption meets HCM – Next to Globalization and the Workforce Retirement situation, we see Digital Disruption as a key trend enterprises need to account for. But so far even the term Digital Disruption has not been mentioned in HCM (vendor) keynotes. So kudos to HCM product leader Chris Leone to combine this megatrend in its keynote. We are still at the early stages of realizing what Digital Disruption means for the HR departments but it is clear it is a key trend to reckon with. Leone presented well on disrupters, tied in the generations of users in the workforce (something frankly we are getting tired of) and then structuring the keynote along the acquisition, the engagement, training (sic – see above) and retention of talent. Good to see a keynote not following the well-worn down paths of too many HCM vendor keynotes.

A screenshot of Career Planning

Oracle Momentum – Oracle has found momentum in cloud sales, as shared already in its Q3 earnings call. And Oracle would not be Oracle setting its sights on cloud leaders like Salesforce.com (goal is to surpass that vendor in revenue) and Workday (goal is to surpass that vendor in customer count). It is clear that Oracle has work long and hard, invested billions to get to that stage – so it’s clear that executives are proud to be there. Unheard sales incentives with significant accelerators certainly help to keep the sales force motivated, and if continued in Oracle’s traditionally strong Q4, may accelerate the path to cloud for many enterprises, as the competition cannot and does not stand still. What is remarkable and CEO Mark Hurd made very clear that his proud of this fact is – that the on premise revenue was almost completely stable. So all eyes on Q4, earnings call likely toward the end of July.

MyPOV

A good event for Oracle customers and the vendor, who keeps showing traction in HCM. Oracle believes, as Hurd shared that when you have the ‘foot in the door’ with HCM in the cloud – the rest of the enterprises will follow. As much as we agree that the ‘golden rule’ of enterprise software that ‘suites always win’ should remain true for the cloud era, we also know that the PeopleSoft history (on premise of course) has shown us differently. But PeopleSoft lost a fair number of HCM installs in our view because the approach how the PeopleSoft suite was different than Oracle’s and SAP’s – something that does not apply to Oracle Cloud offerings these days.

All vendors with on premise business are working hard to ramp up their cloud revenues, it is good to see that Oracle has made progress on the sales side. When I asked about the implementation phase following the sales contracts, Hurd jumped right away in the provisioning of customers in the Oracle cloud – which seems to be going well. And anything else would be a surprise if Oracle cloud not handle the scale out of these customers. What remains my area of concern is in regards of skilled ‘hands’ to implement these customers – both internally and with partners. As we all know people don’t grow on trees and getting them qualified and trained quickly will become the critical path for Oracle soon. But as Hurd pointed out – partners are ultimately only really ready to invest when sales success is there – so it is solving one problem after each other, one at a time. We will be watching.

No time to read - here is my video takeaway - Meerkat quality - skip first 2-3 minutes:

And a Meerkat quality replay of the keynote:

Future of Work / HCM / SaaS research:

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

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.

Find more coverage on the Constellation Research website here.

Future of Work Tech Optimization Innovation & Product-led Growth New C-Suite Data to Decisions Next-Generation Customer Experience Revenue & Growth Effectiveness Marketing Transformation Digital Safety, Privacy & Cybersecurity Distillation Aftershots User Conference Oracle ADP SuccessFactors SAP 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 Chief Technology Officer Chief Information Officer Chief Information Security Officer Chief Data Officer

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On Electrical Grids, Cloud, And What We Are Doing Wrong

If you read my “stuff” you know I am a very big proponent of cloud computing.

I wrote a small e-book on how to be a cloud purist (which talks about and describes the proper way to — well, cloud).

I have engaged in numerous battles and debates (both online and offline) that were lengthy and passion-filled about this topic and have always tried to approach them as a way to explain why cloud computing should be the way organizations approach their computing.

There is so much potential and value in adopting cloud computing that it is almost impossible to understand how the bastardized concepts of private-cloud and hybrid-cloud even became a reality (don’t worry, Sameer Patel – no rant about that here… fodder for another post).

In keeping with the role of “thought leader” and “visionary” often assigned to me I wanted to find a way to explain why we are not approaching cloud the right way. Then the other day came to me in the middle of a run. Electricity.

We take electricity for granted in this country (well, in most places around the world where a comprehensive solution exists). We expect it to be plentiful, available, and low-cost. We use it to power our lives, businesses, and just about everything else (including cars lately). The true test for anything in this world is to compare it to electricity: you flip a switch and it’s there; you flip it again and it’s gone.

If you bear with me for a few minutes I can explain how we can make cloud work as electricity.

The entire US is covered by an electrical grid. This is what makes electricity always available (or shortly after it goes out in most cases). The grid’s purpose is to ensure easy sharing of electricity that is generated in any one region with many other regions. It also ensures that disruptions that occur in one location don’t affect a larger area and they can be easily and fast overcome.

In the old days, before the grid existed, each town and or region needed to have their own power-generation. A town that generated too much electricity could not “sell it” to a neighboring town (unless they laid out a cable between them – and another for every other city or region they wanted to sell it to) and would often end up being wasted (it is not possible, counter to popular sayings, to store electricity in a bottle for a long-term).

The grid that is laid out around the entire country (and parts of Canada) is used to backup power failures and ameliorate peak load usage. It also makes it far more efficient and cheaper to operate. It was established in the 1920s (and evolved many times since) on the same principles that made telephony and telegraphy work: sharing common infrastructure costs reduce costs and improve efficiency among the suppliers and providers.

The concept of cloud computing, based on models of distributed computing established around the same times as the electrical grid – even before computers, should work the same way. A public network connects myriad resources (storage, computing power, services, etc.) that should be shared. By providing a centralized set of security, management, and allocation rules enables anyone connected to that public network to use those resources.

Before the internet was the public network we could barely do cloud computing: it was a dream (if you remember, CORBA, COM/DCOM were early versions of distributed computing that failed due to the lack of a public network – think of them as “private network” technologies). The introduction of the ubiquitous and cheap network made it possible.

And this is where the story differs.

Software vendors decided, as the electricity and telephone providers did before them, that controlling their customers (and retaining them in their own private networks somehow) was more important than building a computing grid similar to electricity. Today, we are still undergoing that same problem.

The question that always kills me is when I hear someone ask “how many clouds do you have?”.

When we talk about cloud as if it was a storage location for files, or when we discuss how each vendor offers their own cloud (or even clouds – hybrid, private, government-only, etc.), or when we say that anyone that offers a product or service via a browser is “in the cloud” we are missing the big picture.

The public network, is not the cloud – it is the equivalent of the power lines that transverse the world (and having lived in Argentina and Roseville, CA I know power lines – trust me).

Delivering an application via a browser is not the cloud – it is the equivalent of selling someone an electrical generator.

Hosting your own “cloud” is not the cloud – it is the equivalent of selling someone a transformer.

A cloud requires infrastructure built by each participant and common standards to support the connections between those components. If you want to operate a power plant you better make sure you connect to the appropriate grid to take advantage of all the benefits of operating within it. While building your own power plant for your own purposes may work for some situations not every homeowner will benefit from doing so. Even if you have solar or wind energy in your house – you still need to connect to the grid to both sell excess production or power your house when there is no sufficient production.

The cloud is the grid that distributes all those resources so that anyone who needs them can use them with the assurance that their solution will not be “hacked”, changed, altered, or stolen. Just like you don’t expect an electrical appliance you plug into the electrical grid to be corrupted or blown away (as long as it complies with basic standards), you expect any application you plug into the cloud to be secure and perform as expected.

That is the model we need to strive for. Not owning electrical transformers, generators, or power lines.

Let’s build a cloud computing grid.

Next-Generation Customer Experience Chief Customer Officer Chief Information Officer

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About Constellation Research

Event Report - Oracle HCM World - Full Steam ahead, a Learning surprise and potential growth challenges

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On Electrical Grids, Cloud, And What We Are Doing Wrong