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Evidentiary Challenges to Social Media Evidence Now Routine When Best Practices Not Utilized

Evidentiary Challenges to Social Media Evidence Now Routine When Best Practices Not Utilized

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This past month of April saw a surge in case law involving social media cases with 112 cases published on Westlaw, representing a substantial increase from January of this year. There is no question that the volume of social media cases continues to rapidly increase each month. Note that this survey group only involves published cases on Westlaw. With less than one percent of total cases resulting in published opinions, and considering this data set does not take into account internal or compliance investigations or non-filed criminal cases, we can safely assume that there were tens of thousands more legal matters involving social media evidence that were adjudicated, or otherwise resolved last month alone.

What I found particularly compelling about these 112 April cases, is that six of those cases involved evidentiary challenges to social media based upon improper foundation and authentication grounds. Specifically, those cases are:

 1. Smith v. State  Supreme Court of Mississippi, April 17, 2014 , 2014 WL 15113032. People v. Anderson, Court of Appeals, Michigan, April 08, 2014 , 2014 WL 13833993. Randazza v. Cox, U.S. District Court, Nevada, April 10, 2014, 2014 WL 1407378

 

4. People v. Isom, Court of Appeals, Michigan, April 22, 2014, 2014 WL 1614536

5. Nastatos v. State, Supreme Court of Delaware, April 15, 2014, 2014 WL 1512887

6. Krylova v. Genentech Inc., U.S. District Court, N.D. California. April 14, 2014, 2014 WL 1478698

In the first case listed, Smith v. State, the Defendant’s sole basis for appealing his capital murder conviction was that the prosecution’s Facebook evidence consisting of simple screen prints was not property authenticated. The Mississippi Supreme court noted in its decision that the prosecution offered minimal circumstantial evidence to establish the authenticity of the Facebook pages and no evidence to demonstrate that the photos were not altered.  However, in upholding the conviction, the court ultimately determined that direct evidence testimony in that case was sufficient.

In People v. Anderson, the defendant appealed his sexual conviction for sexual assault by asserting ineffective assistance of counsel, due to his counsel’s failure to object when screenshots – not full electronic copies – of Facebook evidence were used to convict him. Specifically, the defendant contended that the metadata from his alleged Facebook messages would have revealed that the victim actually used passwords she stole from defendant’s home to forge the Facebook messages from defendant on her own electronic devices, and thus was provided ineffective counsel by failing to object accordingly at trial.

These cases, along with Commonwealth v. Banas, which we featured last month, where a Massachusetts court disallowed Facebook screenshots on authentication grounds,   illustrate the perils of relying on mere printouts of key social media evidence. Without utilizing best practices and instead relying on mere screen prints of social media and other website evidence, at best a party faces a court challenge that would require up to tens of thousands of dollars in attorney fees to defend. At worst, the evidence may be disallowed, which could very well be dispositive of the case or at least severely impair a party’s position.

The much better approach is for the proponent of social media evidence to collect and preserve such evidence with best practices technology to establish a proper foundation by 1) automatically generating MD5 hash values of the evidence and collection logs including date stamps at the time of collection; 2) collecting all available metadata associated with social media items; and 3) collecting the full account as opposed to limited and incomplete segments. Only with this approach can the proponent of the evidence represent that best practices were employed in the collection and preservation of the social media evidence in question.

 


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Salesforce's ExactTarget Marketing Cloud combines Radian6 and Buddy Media into the Social Studio

Salesforce's ExactTarget Marketing Cloud combines Radian6 and Buddy Media into the Social Studio

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Salesforce.com’s ExactTarget Marketing Cloud unit has combined Radian6 and Buddy Media into a single offering called Social Studio.

Consolidating these social tools allows the company to sell a one-stop social solution, reflecting a maturing market on the client side where most companies have gotten their social media management (organization, process, and now tools) in order.

ExactTarget can now consolidate its focus on winning marketshare on a bigger stage: marketing, inclusive of social media. Over the past five years, social media has been a catalyst driving technology innovation and marketing opportunity. Now that most brands have figured out where to play and how to win in social, the focus returns to the big picture and bigger budgets.

The Radian6 Buddy Media Social Studio offers everything a brand requires to manage social media: collaborative workspaces, calendars and workflow, multi-platform publishing, listening, and content analytics. I expect the offering to compete primarily against Oracle’s Social Cloud, Sprinklr SxM, and Adobe Social. However, the ExactTarget, Adobe, and Oracle solutions are parts of larger marketing  clouds and enterprise platforms, which can help open doors to the larger budgets of the CIO and influence of the CMO, beyond the scrappy social media team that exists at many brands.

The Salesforce ExactTarget Marketing Cloud

The Salesforce ExactTarget Marketing Cloud

Brands will be increasingly offered incentives to commit to a single vendor’s marketing cloud and must weigh the benefits and discount of a single solution versus the risk and cost of self-integrating best-in-class point solutions. Very few brands operate entirely under a single vendor’s cloud today and this is a zero-sum game. For example, JetBlue is referenced as using Radian6 Buddy Media social studio and last week JetBlue was referenced as a Responsys customer. What happens next? Does JetBlue convert to the entire Oracle Marketing Cloud, ditch Responsys for ExactTarget, or continue to operate different tools in what appears to be different silos of the organization? Most brands are going to be asking themselves similar questions over the months ahead.

Challenger brands may believe that “you don’t have to be the biggest to be the best.” However, the market is clearly heading in a direction that values the ability to deliver on a truly customer-centric perspective. Adobe’s Marketing Cloud has a master marketing profile and Oracle’s Marketing Cloud has a universal customer profile.  Brands need a single perspective on the customer across the entirety of MARKETING, not just social media. Ultimately the large marketing clouds will win while incorporating innovative features from smaller startup vendors. Although the product name is a mouthful, the Salesforce ExactTarget Marketing Cloud Radian6 Buddy Media Social Studio is an inevitable step towards consolidation and single-source management of the customer relationship/experience.

 

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News Analysis - SAP becomes more about Applications - again.

News Analysis - SAP becomes more about Applications - again.

So SAP did another weekend re-org announcement. Few people know, that by German law a supervisory board is not allowed to delay the release of material information - hence the weekend surprise(s). So Sikka, who ran all of product development, applications and HANA is out. Bernd Leukert takes over for him and has certainly big shoes to fill. 

 
 
But let's look at the press release in our standard News Analysis format and take it from there:

WALLDORF — To advance the technology industry’s most successful transition to the cloud, SAP AGtoday announced the decision of its Supervisory Board to appoint Robert Enslin and Bernd Leukert to the company’s Executive Board, effective immediately. Enslin will continue to lead global customer operations and Leukert will assume responsibility for the global development organization. The Supervisory Board also approved two new appointments to the Global Managing Board, Helen Arnold and Stefan Ries, to strengthen the next generation leadership team of SAP.

MyPOV – It may have been seniority – Enslin longer with SAP than Leukert overall – but Sales before Product is not the usual sequence at SAP. Good to have all new additions in the first paragraph and good to see a woman back in the Global Management Board.

In conjunction with today’s announcements, Dr. Vishal Sikka, Executive Board Member for Products and Innovation, announced his departure from the Executive Board for personal reasons, effective immediately.

“No company in the industry can do what SAP can do in the cloud with the SAP HANA platform today. I would like to personally thank Vishal for his contribution to take SAP to this stage. We will remain friends as he pursues the next step in his journey,” said Hasso Plattner, Chairman of the Supervisory Board of SAP AG. “Robert Enslin and Bernd Leukert have dedicated their careers to SAP’s customers and employees. They will play integral roles in scaling the broad adoption of the SAP HANA Cloud platform and accelerating the company’s success into a new era. I’m also pleased that strong leaders like Helen Arnold and Stefan Ries are stepping into senior leadership positions to drive SAP forward at this moment of significant opportunity.”

MyPOV – So now we know why Leukert was appointed. No desire to speculate on why Sikka is leaving for personal reasons, classy move from Plattner to congratulate him. With McDermott becoming sole CEO as previously announced – the Enslin appointment was likely accelerated. And as CFO in waiting Mutic would have been the sole non-executive board member of the left in the Global Managing Board – good time to add Arnold and Ries, so this organizational body has life. SAP could have gotten rid of it, too – but the decision seems to have been to stick with consistency. Shareholders may ask though at the soon happening general assembly.
We would be remiss as analyst not to note that Sikka was in charge of Product and Innovation, Leukert will run the global development organization. As this press release states. So this leaves room for some speculation, that may not be desired at this point.

SAP HANA had a continuing strong adoption rate in the first quarter 2014, demonstrating that it is the leading real-time business platform. SAP now has more than 3,200 SAP HANA customers since market launch in June 2011 and close to 1,000 customers for SAP Business Suite powered by SAP HANA, which was launched just one year ago. SAP HANA is also evolving into the leading technology platform: there are more than 1,200 startups from 57 countries building applications on SAP HANA. Of these startups, more than 60 already have commercially available products on the market today.

“Our SAP HANA platform is established as the global standard, its roadmap is in full effect”, said Bill McDermott and Jim Hagemann Snabe, Co-CEOs of SAP. “Now is the moment for leaders like Rob Enslin, Bernd Leukert, Helen Arnold and Stefan Ries to step up and fulfill the promise of SAP as THE cloud company powered by SAP HANA. We couldn’t be more thrilled by this next-generation leadership team and all it will bring to our mission to simplify everything.”


MyPOV – We know HANA is rolling – and McDermott is giving the best quote a future CEO can give in the situation. The key is that McDermott says the roadmap is in full effect. It would be good to learn more about that HANA – or probably overall roadmap. Will be key for customers to be aware of SAP’s plans and to align – if they want to – their IT investment with SAP’s.

Enslin and Leukert represent two of SAP’s longest serving and most promising leaders, bringing a combined 42 years of SAP experience to the Executive Board.

“Rob Enslin and Bernd Leukert have played central roles in executing our transition to the cloud and the adoption of SAP HANA,” said Bill McDermott and Jim Hagemann Snabe. “SAP customers are looking for the operational experience, thought leadership and best practices to support their own transformations through innovation without disruption. We are very confident that Rob and Bernd are the right leaders to drive the scale and adoption of the SAP Cloud powered by SAP HANA.”

Enslin joined SAP in 1992 and began his career as an SAP consultant supporting customers in South Africa. He has steadily risen to his current role leading the company’s over 20,000 professionals in sales and services and has presided over the integration of SAP’s go-to-market teams to advance a simplified experience for SAP customers.


MyPOV – Enslin has done a good job bringing in the numbers for SAP, while McDermott was been tied into more CEO activities and spending less time on the sales side. Getting the SAP sales machine to bring in the numbers while products are in transition is no easy feat – and Enslin deserves credit for delivering. I do not expect any difference in execution going forward – no pressure. But congrats and certainly well deserved.

Leukert joined SAP in 1994 and has long been one of the company’s foremost technologists and solution visionaries. He was appointed to the Global Managing Board in 2013 after successfully orchestrating the development and delivery of SAP Business Suite powered by SAP HANA. He will now lead the global development organization in redefining business applications on the SAP HANA Cloud platform.

MyPOV – Leukert has risen through the ranks of the development organization, mostly when reporting to Hagemann Snabe – back when Hagemann Snabe was running product development. Leukert has run what was then R/3, Industries and has gained international exposure with BusinessOne, which has its foundation in Israel with the SAP Labs there. His promotion to the Management Board came when SAP consolidated all development under Sikka (taking it from Hagemann Snabe) – less than a year ago. Leukert has been presenting at the recent TechEd, DSAG and local German conferences and got a lot of exposure through this. To me it has looked like SAP was transitioning him as the trusted contact for the long term (applications) customers of SAP – a role that will soon be vacant with Hagemann Snabe’s imminent departure. Leukert is likeable, smart and German – all three will work to his advantage (see more on culture and country below).

In joining the Global Managing Board, Helen Arnold and Stefan Ries bring strong executive backgrounds that will support the company’s cloud operations and people agenda, respectively.

A 18-year veteran of SAP, Arnold will assume the role of chief information officer for the SAP Group and lead cloud operations and the SAP HANA Enterprise Cloud, in addition to her current responsibilities as the head of SAP´s internal Business Innovations and Application Services organization. She has broad experience leading SAP’s internal innovation agenda, most recently transitioning SAP to a next-generation financial management system on the SAP HANA platform.


MyPOV – Arnold has been the silent transformer behind many SAP internal and some external SAP intiatives. Knowing where the skeletons are in the closet will certainly be an asset. SAP is also doing well at separating the product development and the product operating roles. But McDermott will have to make sure that they are on even footing – as the operate side of a cloud business is often more important than the product side. Should SAP slide into a build here – operate there mentality will not help. We can assume that Arnold will mainly deal with Executive Board super veteran (member since 1996) – Gerhard Oswald – who has the important HEC responsibility in his area or responsibility. Should that be carved out, it would be one of the first (if not the very first) loss of responsibility for Oswald – who has been adding more responsibility since over a decade. With Oswald’s contract valid till 2016 – it would be an early start of pre-retirement moves.

Ries recently rejoined SAP to lead global human resources from Egon Zehnder, where he served during the last three years as principal consultant, advising global companies in leadership and executive search. Between 2002 and 2010, Ries had several global and regional leadership positions with SAP’s HR organization.


MyPOV – Ries is sitting on nominally the most volatile post inside of the SAP Executive Board. Both predecessors on the HR leadership side Dammann and Delgado did not last long. Brandt on the other side has been dealing with HR on an on and off base quite successfully. Ries in contrast to Dammann and Delgado is a SAP long timer and his time at personal recruiter Egon Zehnder should give him some good outside in perspective.

With Brandt retiring and handing over to Mutic end of June on the CFO side – it will be interesting to see where Ries dotted line will end up (for not it is with McDermott). My personal view is that with a software company, where people are the key asset, the Chief People Officer, needs to work for the CEO. In a last wrinkle for German labor law friends – Brandt held the formal title of Arbeitsdirektor – which as local newspaper report may go to McDermott.


Country & Culture matter

While I personally support the view that intelligent people will find ways to work together well – no matter where they are from on the world, no matter where they have been raised and how that may have influenced in their values and beliefs. But culture matters, and people from the same and similar culture do instantaneously work with each other more productively, bond faster, trust each other faster etc. So country and culture matter, and with SAP having it’s first non German and non European CEO (Hagemann-Snabe learnt German rather fast and scored big with customers and employees) – it’s probably smart for SAP to have a product leader from Germany. At the end of the day SAP needs to get the developers in Walldorf to execute on next generation applications. And three of five executive board members (Oswald, Leukert and Mutic) will reside in Walldorf. Walldorf now will have to show that it can innovate like in the early 90ies – with no excuse in regards of leadership under representation. (And yes there was innovation in Walldorf, too – great innovation comes form the Labs, but Walldorf in my view needs the ‘e pur si muove’ moment now.)
 

Implications, Implications

So what does this mean for…
  • SAP customers and prospects – Customers and prospects need to pay special attention to Sapphire in early June. New executives, and most likely new plans. Any pending roadmap items – time to reach out and have them secured all the way from the (new) top, which means McDermott. Then customers and prospects will have to tune in to the new messaging. If pre-Sapphire is like last Sapphire – SAP will be releasing all major announcements before in a more or less coordinated fashion. Let’s hope this won’t be repeated this year and we see a well coordinated news cycle at Sapphire (please Mr. Becher!).

    Overall enterprises are customers of SAP for leading, integrated and high quality enterprise automation software. Having an executive like Leukert at the helm of product development, who has been building business applications for all of his career should be a change for the better into a promising direction. Application developers look at technology different than how technology developers look at technology. Customers and prospects will have to wait and listen as Leukert designs direction and roadmap for SAP’s next generation applications.
     
  • SAP partners – It’s time to pause now and see where SAP is heading strategy wise. On the application side investments are certainly secure, on the technology side it will be key to see who Leukert will put in charge of technology direction and what the new revised technology roadmap will look like. As always when you live and breathe in an ecosystem – make sure you understand and plot your course in the ecosystem – but when the 800 pound alpha male moves, it’s time to sit down and observe. Then plot your move.

  • SAP – No matter what SAP execs say – going through five executive board members in 12 months is not desirable (Dalgaard, Delgado and Sikka are gone, Hagemann Snabe and Brandt are schedule to leave the next 2 months or so). And while the transitions of Hagemann Snabe and Brandt were announced and look orderly. The rest – well surprises… Just compare with SAP co-opetitor Oracle when was the last substantial management change there - who remembers? And SAP co-opetitor IBM? Steve Mills rotates like a modern soccer coach, but its the same team.

    It will be key to see how McDermott will be able to setup his executive board. The claim will be of course all is done now, and that may well the case, but I would not be surprised if more changes are coming. The only areas that are really set are Sales with Enslin and Finance with Mutic. Oswald’s contract is up in 24 months, so orderly transition commences ... now. Leukert needs to prove himself. Cloud company CEOs usually have a trusted CTO working for them (see e.g. Ed Screven at Oracle or Parker Harris at Salesforce.com) and due to direct market access the CMO is part of the Executive Board, too. I shared my view on the Chief People Officer before.

    But then SAP’s technology business is also large enough to be moved completely into separate hands. Plenty of options for McDermott.

    And next will be how Leukert will setup his team. He needs a leader for the technology side of the business and the only person I know inside of SAP would be Bjoern Goehrke. Franz Faerber would be an alternative, but probably does not want the limelight. But Leukert may (have to) go outside. And then Leukert needs to figure out functional organization vs. product organization, how to handle innovation, where to put vertical development, how to reach out to developers, partners etc. – he will be getting little sleep in the next weeks.
     
  • Competitors – SAP has been often rightfully derided on its inertia. But now inertia is a good thing, the ship will run its course and there will be very little to none short term wins against SAP in the marketplace. HANA is too established for questioning it. Suite on HANA is equally established – so there is no questioning here. Competitors will have to wait – like everyone else – to what McDermott / Leukert are up to and then adjust their strategies accordingly.

MyPOV

I see SAP at two crossroads. The first one is, that soon it will be lead by the first non European CEO. A predominant European / German board will quell potential concerns here. 

The second and more important crossroad is how SAP wants to look like in 5 years. More like the SAP of 5 years ago -  the global leader in business applications (of course in 2019 running on HANA) or more like Oracle today (a leader in both the business applications and technology space). McDermotts organizational and talent management decisions will be crucial to setup SAP on either trajectory. 

Only one things if for sure... the world will be watching. 

And more on overall SAP strategy

 

  • Market Move - SAP acquires Fieldglass - off to the contingent workforce - early move or reaction? Read here.
  • SAP's startup program keep rolling – read here.
  • Why SAP acquired KXEN? Getting serious about Analytics – read here.
  • SAP steamlines organization further – the Danes are leaving – read here.
  • Reading between the lines… SAP Q2 Earnings – cloudy with potential structural changes – read here.
  • SAP wants to be a technology company, really – read here
  • Why SAP acquired hybris software – read here.
  • SAP gets serious about the cloud – organizationally – read here.
  • Taking stock – what SAP answered and it didn’t answer this Sapphire [2013] – read here.
  • Act III & Final Day – A tale of two conference – Sapphire & SuiteWorld13 – read here.
  • The middle day – 2 keynotes and press releases – Sapphire & SuiteWorld – read here.
  • A tale of 2 keynotes and press releases – Sapphire & SuiteWorld – read here.
  • What I would like SAP to address this Sapphire – read here.
  • Why 3rd party maintenance is key to SAP’s and Oracle’s success – read here.
  • Why SAP acquired Camillion – read here.
  • Why SAP acquired SmartOps – read here.
  • Next in your mall – SAP and Oracle? Read here.

 

And more about SAP technology:

  • News Analysis - SAP moves Ariba Spend Visibility to HANA - Interesting first step in a long journey - read here
  • Launch Report - When BW 7.4 meets HANA it is like 2 + 2 = 5 - but is 5 enough - read here
  • Event Report - BI 2014 and HANA 2014 takeaways - it is all about HANA and Lumira - but is that enough? Read here.
  • News Analysis – SAP slices and dices into more Cloud, and of course more HANA – read here.
  • SAP gets serious about open source and courts developers – about time – read here.
  • My top 3 takeaways from the SAP TechEd keynote – read here.
  • SAP discovers elasticity for HANA – kind of – read here.
  • Can HANA Cloud be elastic? Tough – read here.
  • SAP’s Cloud plans get more cloudy – read here.
  • HANA Enterprise Cloud helps SAP discover the cloud (benefits) – read here.

 

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Genesys Makes an Acquisition For OVM Solutions

Genesys Makes an Acquisition For OVM Solutions

Genesys, a leading provider of customer experience and contact center solutions acquired OVM Solutions. If you are in the Customer Experience or Customer Service business what does this mean to you? The investment brings what is called proactive communications offerings. Proactive communications solutions are an effective way for companies to reach customers with more personalized interactions over voice, SMS, email and mobile devices to improve customer experience.

Why did they pick OVM Solutions? In part because they were already an existing partner of Genesys. That always makes integration and usability better. OVM Solutions also brings expertise in sales and marketing to the Genesys Proactive Customer Communications solution.

What’s Proactive Customer Communications? Companies are really being challenged to acquire, serve and retain customers in today’s competitive marketplace. But there are still a lot of companies that continue to operate customer touchpoints in silos and don’t effectively utilize technology for customer engagement.

But the customer does not separate the silos; not like the company’s do. Customer expect to talk to companies in any channel, any where. And every customer touchpoint is important. Brands should be prepared to communicate efficiently and effectively across each of them. It used to be difficult to accomplish this, but with the new technologies it is possible to deliver consistent, cross-channel experiences that engage customers and deliver high satisfaction. But it means that the company has made proactive communication a priority to proactively communicating with customers over their preferred channels to strengthen relationships, increase loyalty and reduce unnecessary inbound inquiries.

There are some companies that do get the importance of proactive customer experiences. Genesys alone delivers over two billion messages annually in 30 countries for more than 350 customer experience leaders. What’s important to Customer Experience and Customer Service Professionals is that they do consider the experience their customers have and don’t be stuck in their old ways. I was told by one customer service professional that his concerns about buying new technology was the “last guy got fired because the technology he bought didn’t work out and he was only 2 years from retirement.”  That makes it really tough on people who want to don things differently but feel their own personal life savings might be at risk.

OVM Solutions provides of on-demand, automated messaging for proactive communications. With more than a decade of expertise in designing, scripting, training and voice talent selection they are able to deliver exceptional sales and marketing campaign performance for a range of organizations and applications including financial services, non-profits, healthcare, collections, retail, utilities, events and political campaigns. It seems like its something that most contact centers need. The question is not whether customer experience and customer service need improving, its more will customer experience professionals do the hard work to transform that customer experience with the new technologies that are out there?

Dr. Natalie Petouhoff 

Dr. Natalie: voted Top 20 In Social Media HuffPo
Voice:  +1.310.919.8467  | Twitter: @drnatalie 
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Catch my latest:
• Thoughts at www.DrNatalieNews.com 
• Upcoming book series: “7 Steps To Digital Customer Experience Mastery” (working title) 

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News Analysis: SAP's CTO Vishal Sikka Resigns, What Does It Mean For SAP Customers?

News Analysis: SAP's CTO Vishal Sikka Resigns, What Does It Mean For SAP Customers?

Departure of CTO Signals Change In Long Term Direction

In a press release this morning, SAP announced a management reorganization and the departure of Vishal Sikka, SAP’s executive board member of products and innovation and CTO.   The reorganization puts Bernd Leukert as Vishal’s immediate replacement to lead global development (see Figure 1).  The role of CTO has yet to be determined.  Meanwhile, the Supervisory Board has also appointed Rob Enslin and Bernd Leukert to the company’s Executive Board.  As announced a year ago and hinted by insiders, co-CEO Bill McDermott is expected to be officially appointed sole CEO at the May 21st board meeting, given Jim Hagemann Snabe's pending departure

Figure 1. Vishal Sikka At Constellation's Connected Enterprise 2012

Source: Constellation Research, Inc.

As SAP’s CTO, Vishal served as the outward and inward face of innovation within SAP (see Figure 2).  He was tasked with renewing not only the legacy software company’s platforms, but also the internal culture of innovation.  His most notable accomplishments include a design thinking approach to software development, the SAP HANA platform, and the push to cloud and mobile for SAP.  Sikka was successful in re-elevating SAP’s relevance as an innovator.  More importantly, he showed that SAP could innovate outside of Germany, build a culture of innovation, and set a new course free from the constraints of dependency from competitors. 

Figure 2. Vishal Sikka Evangelizing SAP HANA

The Bottom Line: SAP’s Relevance As An Innovator Remains In Question

Whether the shakeup is related to future CEO succession, platform vs apps, or related to ideology on open source adoption, SAP customers must wonder whether or not SAP will remain committed to innovation.  What was dubbed as “Timeless Software” over the past 5 years has evolved into “Timeless Reorgs”.  Consequently, the hard work to build a culture of innovation requires much investment, but the pay off is significant for customers and SAP.  Bernd Leukert’s focus on applications may bode well as the SAP HANA platform has had much investment and has achieved a level of stabilization and scalability for use across SAP.  However, the relentless pressure from start-ups and established cloud companies such as Salesforce and Workday nipping at the core base requires SAP to provide a cogent and coherent technology vision and leadership.

Given that SAP’s executive bench is now filled with sales and marketing talent and fewer technical folks who understand how core technology can transform SAP, this puts pressure to find a new visionary that can interpret Chairman Hasso Platner’s visions while balancing the market’s need for 30 to 40% year over year growth.  Constellation’s Board of Advisor and Diginomica founder Dennis Howlett asks three relevant questions?

  1. What happens to product strategy?
  2. What about cloud and mobile?
  3. How stable is SAP?

Clients, partners, and prospects have also been asking Constellation the following questions:

  • Is SAP still committed to pushing the limits of innovation?
  • Does SAP seek to stand out in mind share?
  • Will SAP appoint another CTO with similar stature?
  • Has the board made a shift towards applications over platform?
  • Will SAP increase acquisitions versus investments in building more products?
  • Does this signal a focus on execution over innovation?
  • Will the SAP Labs organizations retain the authority to innovate?
  • Why has this happened so suddenly?

SAP customers and partners want to understand how SAP will prioritize innovation.  Moreover,  customers want to know who will lead these efforts.  With SapphireNow, SAP’s flagship customer conference just a month away in June, Constellation believes that SAP will have a lot of hard work ahead of itself to show not tell how innovation remains a priority and what business impact this will have on customers and partners.  Customers, prospects, partners, and influencers will have to wait and see as much remains to be answered and those decisions may take the management team more time than customers have patience for.

Related Coverage

Your POV:

 

Were you a fan of SAP HANA? Did you feel Vishal set the company in the right direction?  Do you feel this change is better or worse for SAP?  Will this affect your perspective SAP? Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) com.

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Event Report: Customer Experience Management Alive and Well At Clarabridge Customer Connections #C3Rocks14

Event Report: Customer Experience Management Alive and Well At Clarabridge Customer Connections #C3Rocks14

Customers Celebrate Success With Customer Experience Management (CXM)

Around 450 customer experience professionals gathered at the Fontainebleau Miami Beach resort at Clarabridge’s Customer Connections Event April 28th to April 30th, 2014.  The event brought together professionals passionate about best practices, trends, and techniques in improving customer experience management.  Key customers at the event include major brands and enterprises in industries such as:

  • Aerospace and Defense. General Dynamics
  • Consumer Packaged Goods/ Food and Beverage. The Coca Cola Company, The Wendy’s Company
  • Financial Services and Insurance. Fidelity, Master Card, Progressive Insurance, RSA Canada, Travelers Insurance, US Bank
  • Technology. Acer America, ADP, Cisco Systems, Dell, GE Healthcare, Intuit
  • Telecommunications. Verizon, Vodafone
  • Travel and Hospitality. Copa Airlines, Expedia, Orbitz Worldwid, United Airlines, Virgin America, West Jet
  • Utilities. E.On

New Product Release And Acquisition Hint At Clarabridge’s Future Roadmap

During the keynotes, Sid Banerjee (CEO), Nithi Vivatrat (Chief Products Officer), and Brendan Haggerty (Chief Technology Officer)provided insight into the latest Clarabridge 6.2 release and the rationale for the Market Metrix EFM acquisition.

  • Clarabridge 6.2 focuses on core capabilities and mass scalability. New features include improvements in unstructured feedback through category derived attributes, increased accuracy of conversation context, redesigned analytical score cards and dashboards, greater scalability.  The goal is to improve listening capabilities in every conversation and provide meaningful analytics.  Further, a new partnership adds Sysomos a partner and into the Clarabridge Connector Library
    Point of View (POV): Conversations with partners and the team indicate that the 6.2 release sets up Clarabridge for a world of mass personalization at scale and big data business models.  Why? The customer demand for  relevant, right time, contextual information will require CXM vendors to deliver information streams that can match up w/ real-time interactions.  Constellation believes the long term value of Clarabridge is in the ability to stream next best actions based on insights, not just provide a customer experience management software platform.  Constellation believes that companies such as Clarabridge are really big data companies purpose built for CXM not CXM companies with big data capabilities.
  • Market Metrix enables a complete CXM solution though Clarabridge reaffirms partnership with EFM vendors. The acquisition of Market Metrix adds a feedback solution to the overall Clarabridge portfolio.  Additional capabilities include a performance benchmarking offering and an employee feedback solution. Key Market Metrix customers include hospitality brands such as Wynn Resorts, Langham Hospitality Group, and Red Roof Inn.

    (POV): Market Metrix customers chose the vendor for not only the technology, but also its methodology in analyzing feedback sources.   From feedback to case management to benchmarking, customers could follow a defined process that would then provide contextual analysis.   In addition, Clarabridge gains a larger presence in the hospitality industries and key development talent in the San Francisco Bay Area via Market Metrix’s Larkspur, CA office.  As customers seek feedback from all sources including feedback management, the long term road map will include an integrated EFM solution to the core Clarabridge offering.  Based on conversations with customers and the management team, Constellation expects Clarabridge to continue both a partner led offering for other sources and acquisitions to acquire additional sources.

Figure 1. The Flickr Stream from #C3Rocks14

Source: R Wang & Insider Associates, LLC. All Rights Reserved.

The Bottom Line: Data Driven Decisions And CXM Are A Key Entry Point For Digital Transformation

As businesses step up their digital transformation efforts, CXM provides a tried and true entry point for turning data into information, information into insight, and insight in to actionable decisions.  Customers seek the ability to analyze conversations through a sophisticated and proven natural language processing (NLP) technology.  Customer centric leaders who start with CXM initiatives can bring data driven marketing and customer experience techniques into their overall digital transformation strategy.  These data driven insights provide the foundation for mass personalization at scale and future big data business models.  In fact, the value of the conversations is not the conversations but the interaction among customers, products, related interactions, and other contextual attributes.  Furthermore, expect these solutions to move beyond service based industries as customer experience management moves mainstream in the next 18 to 24 months.

Your POV.

Ready for digital disruption? Expanding your customer engagement programs? Are you able to tie these programs with your general marketing automation programs? Want to improve your results? Have feedback on Clarabridge or Market Metrix?  Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) org.

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

  • Developing your digital business strategy
  • Building a Digital ARTISAN program
  • Connecting with other pioneers
  • Sharing best practices
  • Vendor selection
  • Implementation partner selection
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing
Resources

Reprints

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

Disclosure

Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy,stay tuned for the full client list on the Constellation Research website.

* Not responsible for any factual errors or omissions.  However, happy to correct any errors upon email receipt.

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

 

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

Event Report: Epicor Recaptures Mojo With Insights 14

Event Report: Epicor Recaptures Mojo With Insights 14

Management Team Changes Provide A Breath Of Fresh Air To Culture, Customer, and Products

Over 4000 customers, prospects, and partners gathered April 27th to 30th for the flagship Epicor customer conference, Insights 14, at the Mandalay Bay Convention Center in Las Vegas, Nevada.  The event provided the $968M revenue, 20,000 customer, Austin based software company an opportunity to showcase changes in management, a new product, and a reaffirmation of its technology partnership strategy.  Takeaways from the event include:

  • Change at the top harkens a new management philosophy . Veteran software executive and task master, Joe Cowan brings over 25 years of experience from companies such as Baan, Invensys, EXE Technologies, Manugistics, and Interwoven.  Since his arrival as CEO in October 2013, new talent such as Janie West, Chief Product Officer has arrived and the corporate headquarters moved from tax and regulatory burdened California to Austin Texas.  In addition, the company announced the Hiring Heroes program to hire 100 veterans over the next 12 months as part of its giving back initiative.

    Point of View (POV): Conversations with the executive team and partners indicate that Joe’s no-nonsense style has already made an impact.  Product quality, deadlines, and accountability have been drilled back into the company.  From one-on-one conversations, Joe appears to reignite the need to innovate around the customer and to ensure that customers have the full support to successfully implement products.  Customers, prospects, and partners can expect a shift from the inward process mentality of the last management team to a more outbound customer centric culture.
  • Launch of Epicor 10 builds on lessons learned from Epicor 9 and customer driven innovation. Epicor 10 starts with 5 key principles: collaboration, choice, responsiveness, simplicity, and mobility (see Figure 1).  The product launch included a six month beta testing phase from early adopter clients.  Reference customers live and running on Epicor 10 include Allambi Youth Services, Boers & Co Fine Metalworking Group, Cyclicron Engineered Cylinders, LLC, Enpress LLC, Habasit America, Hallmark Building Supplies, Humtown Products, MK Products, and XT (previously Xstrata Technology)

    (POV): Despite much fanfare at launch, the previous release of Epicor 9 failed in the market not for lack of vision, but for lack of quality and customer delivery.  Full SOA architecture, multi-tenant cloud delivery, and next generation platform was not enough.  Customers felt abandoned by the poor quality of code and the lack of customer support.  Lessons learned from the Epicor 9 debacle include a significant investment in services and organizational readiness.  New migration tools and assistance include upgrade tools proven via beta program, improved skills certifications, and significant partner enablement.  Conversations with early adopters indicate major improvements.  The full adoption of Microsoft SQL Server and the removal of the Progress Technology components results in 200 to 300% decrease in time for upgrade and a reduction of 40 to 50% in size of migrated database.  Most early adopters gave Epicor high marks for a much smoother migration and deployment process. The tide has turned for Epicor with ERP version 10.

Figure 1. The Five Principles Behind Epicor ERP 10



Source:Epicor Software

  • Standardization on Microsoft Stack For Core Technology. Epicor’s core architecture, ICE 3.0, places exclusive bets on Microsoft.  The technology foundation now runs on an end to end Microsoft technology stack. Epicor ERP version 10 is optimized for SQL Server 2014 and can take advantage of the data engine, analysis and reporting services. Automated back up can be conducted in the cloud with Windows Azure storage containers.  The core ICE 3.0 framework includes 1300 business services out of the box, enterprise search patterned after consumer grade patterns, and a business activity query tool that allows organizations to manage unstructured data from social networking and transient business processes.  The new expenses and time keeping app on Windows App Store highlights the mobile strategy on Microsoft.

    (POV): Removal of the remaining Progress Technology and Support for Oracle database reduces the code complexity and improves overall performance for customers. Early customer benchmarks show four times the scalability and up to double the performance.  Epicor is wise to streamline its technology stack and align with Microsoft.  Customers can take advantage of Windows Azure for Infrastructure as a Service (IasS) options. Meanwhile, Epicor can tap a base of over 650,000 Microsoft partners to extend reach and build on top of the ICE 3.0 platform.  However, Epicor may want to make its mobile bets beyond Microsoft as enterprise adoption remains low for Window Phone. In addition, issues with the Microsoft SQL Azure team in delivering a database worth for systems of record continue to limit not only Epicor, but also other enterprise software providers in delivering the full stack in Azure.
  • Introduction of Commerce Connect Platform With Epicor ERP Version 10. M.

    (POV): Epicor’s Retail business continues growth trajectory with over 500 retail brands, 100,000 stores, 300,000 registers, 37,000 mobile devices, and 100 retailers in 47 countries.  Key customers include significant brands such as GNC, Jones New York, Michael Kors, Payless ShoeSource, Pier 1 Imports, Roadrunner Sports, Tumi, UnderArmor.  Retailers at the conference lauded Epicor for delivering on key road map features, attention to customer success, and successful customer growth strategies.  Companies such as UnderArmor reported significant gains in mobile ROI such as 11% higher averaged dollar per transaction, 8% higher units per transaction, and 20 to 45% of transactions executed on a mobile device.

Figure 2. Screenshots of New Epicor Products


Source: R Wang and Insider Associates, LLC. All rights Reserved.

The Bottom Line: Time To Reconsider Epicor 10 In Short Lists
Over the past 18 months, Constellation has pulled Epicor ERP version 9 from short lists in vendor selections due to the poor quality of the release and poor customer reference checks. At Insights 14, Constellation validated Epicor ERP version 10 customer reference checks, spoke with 7 live customers, met with key partners, and grilled the management team on Epicor ERP version 10. These data points give Constellation renewed confidence to add Epicor ERP version 10 back into short lists. Meanwhile, Epicor’s Retail solutions have continued to deliver significant benefits for customers and should be considered in most vendor selection efforts. The success stories for major brands show continued innovation and market momentum for retailers seeking matrix commerce solutions.

Figure 3. Flickr Feed of Insights 14 Highlights

Source: R Wang and Insider Associates, LLC. All rights Reserved.

Your POV:

 

Are you looking at ERP and CRM replacement? Do you need specialized requirements for your industry?  How are you doing this today? Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) com.

Please let us know if you need help with vendor selection efforts.  Here’s how we can assist:

  • Vendor selection
  • Implementation partner selection
  • Connecting with other pioneers
  • Sharing best practices
  • Designing a next gen apps strategy
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing

Related Research:

Reprints

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

Disclosure

Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy, stay tuned for the full client list on the Constellation Research website.

* Not responsible for any factual errors or omissions.  However, happy to correct any errors upon email receipt.

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

 

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

Look Up From Your Screen

Look Up From Your Screen

This is another one of those great reminders, ironically shared by the medium it critiques. There are some brilliant lines in it. My favourite is probably "Give people your love not your like." The timeline section of meeting his wife, getting married, having a daughter, becoming a grandfather, then becoming a widow had me in tears.

So when you watch something like this you nod and say "that's so true", but what do you do about it?
Will you declare a "tech free" day at your home?
Will you take your kids to the park?
Will you go for a walk with your wife and leave your phone at home?
Will you learn to draw a map on a piece of paper instead of relying on Google?

Of course social media is not all bad, not in the least. It allows us to connect with vast amounts of people, share moments that really matter, reconnect with friends and family and make new ones.

I think the core message is BALANCE.  Ok, I've blogged and shared this, now I'm going outside.



Thank you Gary Turk

Future of Work Chief People Officer

The Mobility Revolution

The Mobility Revolution

Inventor of the cell phone, Marty Cooper, explains how mobile technology can help us break out of "the box" and solve society's problems in an equitable, accessible, and completely revolutionary manner. Keynote at CCE2011. Premium content. Log in to your Research Unlimited account, or contact Sales.

 

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Hacking the Future - A Deep Dive on Failure

Hacking the Future - A Deep Dive on Failure

Are there different types of 'failure'? How can leaders encourage innovative failure while discouraging mediocrity-based failure? Richie Etwaru discusses the nature of the concept of failure, and how it fits into today's business environment.

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