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Big Privacy: The New Standard for Big Data Privacy

Big Privacy: The New Standard for Big Data Privacy

I've just completed a major new Constellation Research report looking at how today's privacy practices cope with Big Data. The report draws together my longstanding research on the counter-intuitive strengths of technology-neutral data protection laws, and melds it with my new Constellation colleagues' vast body of work in data analytics. The synergy is honestly exciting and illuminating.

Big Data promises tremendous benefits for a great many stakeholders but the potential gains are jeopardised by the excesses of a few. Some cavalier online businesses are propelled by a naive assumption that data in the "public domain" is up for grabs, and with that they often cross a line.

For example, there are apps and services now that will try to identify pictures you take of strangers in public, by matching them biometrically against data supersets compiled from social networking sites and other publically accessible databases. Many find such offerings quite creepy but they may be at a loss as to what to do about it, or even how to think through the issues objectively. Yet the very metaphor of data mining holds some of the clues. If, as some say, raw data is like crude oil, just waiting to be mined and exploited by enterprising prospecters, then surely there are limits, akin to mining permits?

Many think the law has not kept pace with technology, and that digital innovators are free to do what they like with any data they can get their hands on. But technologists repeatedly underestimate the strength of conventional data protection laws and regulations. The extraction of PII from raw data may be interpreted under technology neutral privacy principles as an act of Collection and as such is subject to existing statutes. Around the world, Google thus found they are not actually allowed to gather Personal Data that happens to be available in unencrypted Wi-Fi transmission as StreetView cars drive by homes and offices. And Facebook found they are not actually allowed to automatically identify people in photos through face recognition without consent. And Target probably would find, if they tried it outside the USA, that they cannot flag selected female customers as possibly pregnant by analysing their buying habits.

On the other hand, orthodox privacy policies and static user agreements do not cater for the way personal data can be conjured tomorrow from raw data collected today. Traditional privacy regimes require businesses to spell out what personally identifiable information (PII) they collect and why, and to restrict secondary usage. Yet with Big Data, with the best will in the world, a company might not know what data analytics will yield down the track. If mutual benefits for business and customer alike might be uncovered, a freeze-frame privacy arrangement may be counter-productive.

Thus the fit between data analytics and data privacy standards is complex and sometimes surprising. While existing laws are not to be underestimated, we do need something new. As far as I know it was Ray Wang in his Harvard Business Review blog who first called for a fresh privacy compact amongst users and businesses.

The spirit of data privacy is simply framed: organisations that know us should respect the knowledge they have, they should be open about what they know, and they should be restrained in what they do with it. In the Age of Big Data, let's have businesses respect the intelligence they extract from data mining, just as they should respect the knowledge they collect directly through forms and questionnaires.

I like the label "Big Privacy"; it is grandly optimistic, like "Big Data" itself, and at the same time implies a challenge to do better than regular privacy practices.

Ontario Privacy Commissioner Dr Ann Cavoukian writes about Big Privacy, describing it simply as "Privacy By Design writ large". But I think there must be more to it than that. Big Data is quantitatively but also qualitatively different from ordinary data analyis.

To summarise the basic elements of a Big Data compact:

  • Respect and Restraint: In the face of Big Data's temptations, remember that privacy is not only about what we do with PII; just as important is what we choose not to do.
  • Super transparency: Who knows what lies ahead in Big Data? If data privacy means being open about what PII is collected and why, then advanced privacy means going further, telling people more about the business models and the sorts of results data mining is expected to return.
  • Engage customers in a fair deal for PII: Information businesses ought to set out what PII is really worth to them (especially when it is extracted in non-obvious ways from raw data) and offer a fair "price" for it, whether in the form of "free" products and services, or explicit payment.
  • Really innovate in privacy: There's a common refrain that "privacy hampers innovation" but often that's an intellectually lazy cover for reserving the right to strip-mine PII. Real innovation lies in business practices which create and leverage PII while honoring privacy principles.

The report: "Big Privacy" Rises to the Challenges of Big Data"

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Ultimate’s UltiConnect - Off to a great start, but the road(map) is long

Ultimate’s UltiConnect - Off to a great start, but the road(map) is long

We attended the Ultimate Software user conference, UltiConnect, held over three days at the Bellagio hotel in Las Vegas. With over 2000 attendees it was the largest user conference for Ultimate yet – and with that always comes a positive basic vibe. Both customers and employees are encouraged by seeing more attendees being there than in the year(s) before – always a good proof point of vendor success. And Ultimate just passed a revenue milestone with US$ 400M in revenue in its last financial year.



My top 3 takeaways from the Day 1 keynote have been blogged already here – so let’s look at the additional takeaways from UltiConnect.

A rich roadmap

Ultimate is not shy of laying out an ambitious development agenda. The company already built a new recruiting module, first presented at the HR Tech show in fall of 2013 (my takeaways are here). Consequently a new Onboarding module is coming, key to keep the applicant and new employee experience consistent. As if not enough on the Talent Management side – Ultimate plans to ship a new Compensation Management module this year, too. 
 
Roadmap slides as presented in the UltiConnect Product Keynote




But Ultimate is not only operating on the sundeck – but is also going back to the HCM engine room with a revision of the employee / person model and the addition of a new person rules engine. And even one level deeper Ultimate will add additional cloud integration services, allowing customers to tie their Ultimate HCM product together with other cloud services. On that note it is key to account for Ultimate’s customization framework, too – which allows significant but robust configuration and customization of its implementations.

Moreover Ultimate plans to expand its analytical capabilities with a high performer and high potential predictor, next to its already existing flight risk predictor. On the handheld product side Ultimate is adding time clock capability to the existing and acquired (with EmployTouch) capabilities of the Touchbase mobile device. Last but not least Ultimate accounts for the globalization trend with the addition of 40 localizations and more languages.


More to come in 2015

And Ultimate does not plan to slow down in 2015. On the Talent Management side Performance Management will be improved as well as Succession Management. The new Onboarding module of this year will receive global capabilities as well as the [Personnel] Developer module. By 2015 Ultimate should also have seen enough traction on its new Recruiting module to ship analytical capabilities for Sourcing and new hire predictors. 
 
The Talent Gateway in UltiPro
Additionally Ultimate plans to make new Workforce Management and Workforce Planning modules available next year. And the new employee / person model will be bolstered by new Organizational Management and Modelling capabilities.

And last but not least the company plans to add additional localizations and new languages (Chinese being mentioned).

New Onboarding

We had the chance to take a look at the new Onboarding functionality and the module looks well designed, easy to use and most importantly in synch with the user experience of the recently release Recruiting module. That makes it a consistent user experience for new hires, which is certainly desirable. It was also encouraging to see more density in the HTML5 user interface, a trend we see overall in the industry and welcome as most of the early HTML5 user designs were featuring a lot whitespace and an excessive need of scroll navigation. 
 
Screenshot of the new Onboarding Solution
 
Needless to say the new Onboarding module features sequential navigation and guides the new hire through the necessary steps to onboard. Also not surprising the compliance / tax side is well covered with Ultimate having a strong DNA on the payroll and compliance side. Ultimate is still getting feedback from usability testing with clients so the module is not fully finalized, but will ship later in the year. 


Real Analytics make a difference

It was very valuable to get an insight into the work that Ultimate is doing on the analytics side. First of all it's key to state that Ultimate is providing real analytics - those analytics who do something or at least suggest something (the current offerings are mainly in this area). With the current retention predictor Ultimate has catered to the still popular topic of flight risk. It is good to see that Ultimate tests the prediction quality and keeps tuning the models (not disclosed) behind the predictor. Not surprisingly Ultimate is expanding the data its models will run on - a good step for a young analytical model. 




As a next analytical model Ultimate is adding a high performance predictor, which complements the retention predictor nicely - as enterprises may not worry too much about low performers exhibiting a high flight risk. 


New Technology Stack moves in the right direction

In parallel to the rich functionality agenda, Ultimate has also embarked into the creation and adoption of a new technology stack. The new Recruiting module has already been built on this new technology stack. So Ultimate has not only provided the stack and has it working, it also has mastered the probably larger challenge of operating old and new stacks in parallel while maintaining a seamless user experience. And while the details of the new technology stack were under NDA, both database, application and user interface technology choices are robust and should deliver well. 




As with all HCM vendors we see a departure from proprietary technology stacks to more open source technology components – and Ultimate is no exception here.
 

Usability, usability, … key for successful HCM

Ultimate is also not resting on the so important usability aspect of HCM software. You can get architecture, functionality right, sell and implement customers – but if user adoption is weak or slow – not only vendors are in trouble – but also the executives who made the buying decision for that vendor. 


The new UltiPro homepage

With its people first DNA Ultimate is making a strong push for persona driven usability approach. It is good to see the company equally embracing an agile, iterative approach to UI development, allowing customers to test drive the new UI concepts and provide direct feedback. The familiar approach seen in the industry of here it is, use it - is mostly an approach from the past. In conversations with customer it was clear, that they value the approach and are thrilled to be part of the process. A good place to be.

Excited and loyal customers are an Ultimate Asset

The other key impression for me was how loyal (almost devoted) Ultimate customers are to the vendor and to the company values. Usually you find more engaged customers visit user conferences, but UltiConnect had a higher portion of highly satisfied and motivated customers than other conferences we have attended in the last quarters. Maybe it’s the longer term perspective that Scott Scherr takes to building an organically grown company, and the sincerity and tradition to people first values. For example, very few companies pay 100% of benefits for their employees.

Implications, Implications

Implications for Ultimate customers

It is always exciting to see the vendor of choice making progress and innovating at a rate like Ultimate is. But that should not carry customers away, they still need to look at the cost benefit equation of adding new modules or countries to a roll out plan. Customers should also take advantage of the new sandbox capabilities that Ultimate has added – it is always good to see software, and maybe even use it on small but representative scale – before customers decide to implement (and pay for) it. Customers should have an eye on the user experience remaining consistent and if inclined, should participate actively in the usability projects Ultimate is undertaking. When Ultimate will replace existing functionality on its new technology stack, customers need to make sure that key functionality they have been using and continue to use, is available on the new platform.

Implications for Ultimate competitors

Ultimate makes no secret of the fact that it invests consistently over 20% of revenue into R&D.. That allows for an ambitious roadmap that competitors need to try to match. We also see Ultimate with an aggressive sharing of the roadmap (as well as Ceridian, that recently shared till 2016), forcing competitors to start providing a longer term outlook, too. Competitors may not like that, but customers (and prospects) certainly value the longer term perspective (and commitment), which allows them to align their internal HCM rollout plans and transformation needs with the product roadmap of their vendor.

Implications for Ultimate

Ultimate is off to a good start to build out its next generation offerings. It is now execution time and key to keep the momentum going to fill the ambitious next years with highly functional and working software. The company should maintain its eye on differentiation as it has done with the new Recruiting module. Easier said than done, especially when the clock is ticking – and we will see with the next deliverables if Ultimate cannot only deliver new – but also differentiated new software functionality in the HCM automation arena.

MyPOV

A great user conference for Ultimate. Very loyal customers were a last important observation – I have never seen so many customers wearing the conference shirt ever, and on a closing day. Nonetheless great advertising and customers willing to wear a vendor shirt on a travel day is certainly a strong loyalty testament.

Ultimate now needs to show it can deliver quality product for the next quarters to come – not only from a technical, but also a differentiation perspective. It will also have to address the Learning component of Talent Management (right now partnering e.g. with Infor) and some components in its functional landscape that maybe coming of age in the not too distant future.

But Ultimate is off to a good start and now needs to deliver consistent intermediary times for the long race with a modern, user base engaging and functional complete suite across Core HR, Payroll, Talent Management and Workforce Management.

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

More on Ultimate from me:
  • First Take – 3 Key Takeaways from Ultimate’s UltiConnect Conference Day 1 keynote – read here.

 

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Research Summary: Economic Trends Exacerbate Digital Business Disruption And Digital Transformation (The Futurist Framework Part 3)

Research Summary: Economic Trends Exacerbate Digital Business Disruption And Digital Transformation (The Futurist Framework Part 3)

Constellation Applies A Futurist Framework To Guide 2014 Outlook and Beyond

Constellation’s research team uses a tried and true futurist framework that looks at the political, economic, societal, technological, environmental and legislative (PESTEL) shifts ahead (see Figure 1). The PESTEL model is used to synthesize the major trends and provides guidance on how Constellation approaches its seven key business themes over the next 2 to 3 years in:

  1. Consumerization of Technology and the New C-Suite
  2. Data to Decisions
  3. Digital Marketing Transformation
  4. Future of Work
  5. Matrix Commerce
  6. Next-Generation Customer Experience
  7. Technology Optimization and Innovation

The strategic assumptions from Constellation’s 2014 PESTEL framework form the basis for the business theme-led research.  Over the next 36 months, research from each business theme will factor these trends into the overall research agenda.  The goal in 2014 is to help clients not only navigate, but also dominate digital disruption.

In part 1, the focus was on the technological trends.

In part 2, the focus is on societal trends.

 

See the February 27, 2014 webinar

Figure 1. PESTEL Approach Provides a Futurist Framework For Business Themes and Planning

Economic Trends Exacerbate Digital Business Disruption

Still reeling from the impact of the global financial crisis of 2008, Western economies have printed their way out of shock by providing short-term liquidity. Of grave concern, inflation appears around the corner as high debt loads stunt growth. Meanwhile, China and the resource-rich regions such as Africa, the Middle East, Canada and Australia continue their export-led and infrastructure-fueled economic growth. Brazil, Russia, India and China (the BRICs) as well as South Africa continue to grow their economies through direct foreign investment while Malaysia, Indonesia, Nigeria and Turkey (the MINTs) emerge onto the global economic scene. Five economic trends shape the prioritization of investments in digital disruption (see Figure 2):

Figure 2. Economic Trends Exacerbate Digital Business Disruption

  1. The End of Cheap Money Is Near. An improving economic outlook leads to tightening of cheap money. Flush with money, central banks around the world must rein in the overall supply of money. The U.S. Federal Reserve will continue to slow down quantitative easing activities as economic indicators stabilize. Organizations will continue to borrow while they can as banks begin to raise the cost of capital. But investments will flow to digital business initiatives to help them achieve agility and scale.
  2. Investors Still Like The US. Investment in the United States remains attractive. Despite the 13 percent-plus massive growth of M2 money supply in China and the quantitative easing in the U.S., global investors continue to hedge home country investments by making real estate and other high value asset investments in U.S. dollars. Meanwhile, rising U.S. interest rates and the pullback from quantitative easing will result in declining investment in BRICs and MINTs as investors seek to capitalize on higher returns in the U.S.
  3. Population Dynamics Play A Key Role In Growth Strategies. Brands focus on rapidly growing markets in Brazil, China, Malaysia, Nigeria, India, Indonesia and Turkey. According to the International Monetary Fund, the size of emerging market economies surpassed more than half of the world’s GDP in 2013. These markets represent the future of hyper economic growth and are a leading indicator for enterprise growth. Investment in Western economies and more developed economies will continue to remain from flat to up 7.8 percent.
  4. Organizations Invest In Tech Not Humans. Cost of human-based employment drives a push to technology. Legislative and regulatory burdens on employment lead to increasing investment in technology to automate or eliminate the human factor. A November 2013 poll from The Wall Street Journal’s Real Time Economics blog showed that 86 percent of organizations did not intend to hire in 2014. Hiring will be limited to the highly skilled and extremely talented. Budgets will prioritize human work that can be automated. Expect automation to go up the stack from manual labor to professional positions such as accountants, lawyers and physicians.
  5. IP Issues And Falling Energy Prices Drive Local Manufacturing. Manufacturing returns to being locally based. Lower energy costs, rising labor rates in previously “low cost” countries and worries about intellectual property drive nearshoring of manufacturing. In November 2013, the U.K. government’s Manufacturing Advisory Service estimated that 15 percent of companies had recently returned production to the United Kingdom versus 4 percent that planned to offshore. A Manpower Group survey in September 2013 also showed a return of U.S. manufacturing from China due to a closing wage gap and intellectual property concerns. Automation provides a key enabler in driving down labor rates and union requirements. Mass personalization at scale, the ability to create small production runs tailored to customer needs, reaches proper price points, enabling small scale manufacturing to return to home countries.

The Bottom Line: Economic Trends Alone Are Not Enough To Consider In Dominating Digital Disruption

The premise behind the Constellation Futurist Framework requires the broader perspective of five other areas: political, economic, societal, environment, and legislative. When taken in concert, boards, CEOs, management teams, and strategic advisors will have a set of trends that provide context to the digital disruption ahead.  The framework is just the beginning.  A successful strategy will build on this futurist framework to map out the next 24 to 36 months of business model disruption.

VIDEO: Webinar of the Constellation Outlook on Digital Disruption

Your POV.

Are you still seeing the world through the lens of Social, Mobile, Cloud, Analytics, and UC/Video?  Does this help you take the bigger perspective? Ready for digital disruption?  Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) org.

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Security Heartache

Security Heartache

For the second time in as many months, a grave bug has emerged in core Internet security software. In February it was the "Goto Fail" bug in the Apple operating system iOS that left web site security inoperable; now we have "Heartbleed", a flaw that leaves many secure web servers in fact open to attackers sniffing memory contents looking for passwords and keys.

Who should care?

There is no shortage of advice on what to do if you're a user. And it's clear how to remediate the Heartbleed bug if you're a web administrator. But what is the software fraternity going to do to reduce the incidence of these disastrous human errors? In my view, Goto Fail and Heartbleed are emblematic of chaotic software craftsmanship. It appears that goto statements are used with abandon throughout web software today, creating exactly the unmaintainable spaghetti code that the founders of Structured Programming warned us about in the 1970s. Testing is evidently lax; code inspection seems non-existent. The Heartbleed flaw is in a piece of widely used Open Source software, and was over-looked first by the programmer, and then by the designated inspector, and then it went unnoticed for two years in the wild.

What are the ramifications of Heartbleed?

"Heartbleed" is a flaw in an obscure low level feature of the "Transport Layer Security" (TLS) protocol. TLS has an optional feature dubbed "Heartbeat" which a computer connected in a secure session can use to periodically test if the other computer is still alive. Heartbeat involves sending a request message, and getting a response. The bug in Heartbeat means the responding computer can be tricked into sending back a dump of 64 kiloytes of memory, because there is a payload length variable that goes unchecked in the code (for the technically minded, this error is qualitatively similar to a buffer overload; see also the OpenSSL Project description of the bug). Being server memory used in security management, that random grab has a good chance of including sensitive TLS-related data like passwords, credit card numbers and even TLS session keys. The bug is confined to the OpenSSL security library, where it was introduced inadvertently as part of some TLS improvements in late 2011.

The flawed code is present in almost all Open Source web servers, or around 66% of all web servers worldwide. However not all servers on the Internet run SSL/TLS secure sessions. Security experts Netcraft run automatic surveys and have worked out that around 17% of all Internet sites would be affected by Heartbleed - or around half a million widely used addresses. These include many banks, financial services, government services, social media companies and employer extranets. An added complication is that the Heartbeat feature leaves no audit trail, and so a Heartbleed exploit leaves no trace.

If you visit an affected site and start a secure ("padlocked") session, then an attacker that knows about Heartbleed can grab random pieces of memory from your session. Researchers have demonstrated that session keys can be retrieved, although it is said to be difficult. Nevertheless, Heartbleed has been described by some of the most respected and prudent commentators as catastrophic. Bruce Schneier for one rates its seriousness as "11 out of 10". 

Should we panic?

No. The first rule in any emergency is "Don't Panic". But nevertheless, this is an emergency.

The risk of any individual having been harmed through Heartbleed is probably low, but the consequences are potentially grave (if for example your bank is affected). And soon enough, it will be simple and cheap to take action, so you will hear experts say 'it is prudent to assume you have been compromised'. That action is to change your passwords.

However, you need to wait rather than rush into premature action. Until the websites you use have been fixed, changing passwords now may leave you more vulnerable, because it's highly likely that criminals are trying to exploit Heartbleed while they can. It's best to avoid using any secure websites for the time being. We should redouble the usual Internet precautions: check your credit card and bank statements (but not online for the time being!). Stay extra alert to suspicious looking emails not just from strangers but from your friends and colleagues too, for their cloud mail accounts might have been hacked. And seek out the latest news from your e-commerce sites, banks, government and so on. The Australian banks for instance were relatively quick to act; by April 10 the five biggest institutions confirmed they were safe.

Lessons for the Software Craft

Heartbleed for me is the last straw. I call it pathetic that mission critical code can harbour flaws like this. So for a start, in the interests of clarity, I will no longer use the term "Software Engineering". I've written a lot about the practice and the nascent profession of programming but it seems we're just going backwards. I'm aware that calling programming a "craft" will annoy some people; honestly, I mean no offence to basket weavers.

The modern world is increasingly dependent on software, so it passes understanding we still tolerate such ad hoc development processes.

The programmer responsible for the Heartbleed bug has explained that he made a number of changes to the code and that he "missed validating a variable" (referring to the unchecked length of the Heartbeat payload). The designated reviewer of the OpenSSL changes also missed that the length was not validated. The software was released into the wild in March 2012. It went unnoticed (well, unreported) until a few weeks ago and was rectified in an OpenSSL release on April 7.

I'd like to avoid apportioning individual blame, so I am not interested in the names of the programmers and the reviewer. But we have to ask: when so many application security issues boil down to overflow problems, why is it not second nature to watch out for bugs like Heartbleed? How did experienced programmers make the error? Why was this flaw in the wild for two years before it was spotted? I thought one of the core precepts of Open Source Software was that having many eyes looking over the code means that errors will be picked up. But code inspection seems not to be widely practiced anymore. There's not much point having Open software if people aren't actually looking!

As an aside, criminal hackers know about overflow errors and might be more motivated to find them than innocent developers. I fear that the Heartbleed overflow bug could have been noticed very quickly by hackers who pore over new release looking for exactly this type of exploit. Or equally by the NSA which is reported to have known about it from the beginning.

Where does this leave systems integrators and enterprise developers? Have they become accustomed to taking Open Source Software modules and building them in, without a whole lot of regression testing? There's a lot to be said for Free and Open Source Software (FOSS) but no enterprise can take "free" too literally; the total cost of development has to include reasonable specification, verification and testing of the integrated whole.

As discussed in the wake of Goto Fail, we need to urgently and radically lift coding standards.

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The CMO is Dead: CMOs Use Big Data To Become Chief Revenue And Innovation Officers

The CMO is Dead: CMOs Use Big Data To Become Chief Revenue And Innovation Officers

I know you’ve seen these types of dramatic headlines before: The CMO is dead. But in actuality, the roles in marketing, sales, and customer service that once governed how business “gets done” are shifting. This best practices report, Data-Driven Marketing Campaign Optimization is about how CMOs can use big data and analytics to transform marketing campaign decision-making and advance corporate innovation and revenue.

What’s driving this shift? A great deal of the shift in roles is being driven by technology that is now available. In attending many conferences over the years, especially in the last 2 years, the technology has changed very dramatically and delivers on many of the promises CRM (Marketing, Sales and Service) wanted to deliver on, but just honestly the technology wasn’t there yet via its fullest capabilities to do this.

Now that we have technology that can deliver more than ever before, we have to make sure that people know how to use it and use it well. Read the rest of this blog post to understand my point of view.

The Report: Data-Driven Marketing Campaign Optimization     The report is about how CMOs can use big data and analytics to transform marketing campaign decision-making and make better decisions about their businesses. It looks at how to ensure you’re using big data to optimize not just your marketing efforts, but your whole company. A few of the juicy tidbits from the report:

  • Contains a 5 level evaluation marketers can use to determine how well they’re incorporating big data into their marketing efforts
  • Reveals how CMOs can use big data to enhance marketing decision-making and advance corporate innovation and revenue (Level 5)
  • Helps marketers contribute value to making the best possible customer experiences and drive higher customer lifetime values
  • Ensures Marketers become an essential member of senior leadership team that is responsible for driving revenue and showing that’s so by using data-driven marketing
  • Addresses the politics, the “not invented here” and the silly finger pointing (that should actually be a while collar crime) that often happens in companies…
Progression of Marketing Decision Making to Innovation and Revenue Creation

Progression of Marketing Decision Making to Innovation and Revenue Creation

CMO‘s Paradigm Shifting To Innovation and Revenue Officers     I know it’s often tough being a Marketer and not getting the credit due. You might find yourself suffering from what I call the Rodney Dangerfield Affect, meaning you don’t get enough respect in your organization. I get it. But let’s put that idea in the past. You can get credit; you just really need to know that there is a new way to do marketing and the tools and platforms are there to support you.

In the past CMOs were charged with top of the funnel activities, driving qualified leads to Sales. It was then Sales job to take the lead and close as many as they could. But just like we know the earth isn’t flat (old paradigm) revenue generation is now not just the mission of Sales (new paradigm). In fact, the CMO role is changing and changing fast. The reason? Because the technology today can show what the Marketer has contributed to the bottom-line. And that’s what you as a Marketer need to know and need to focus on— for your career and for your company.

While there’s lots more to cover in the transition from the old paradigm of Marketing as “top of the funnel” people – to the Chief Information and Revenue Officers— if you are a Marketer who is interested in the “new world”, this report is a good first step in taking a look at not only where your organization is at with respect to how they view marketing, but also how you, as a Marketer are approaching Marketing. I’ve created a 5 level of Marketing Automation and Campaigns capability matrix (see the above figure). Often times you may not know what level your organization is at or what else you could be doing. This maturity level overview helps you to see where you are and also what other levels you can achieve.

How Can You Get Started?

  • Begin to have a revenue mindset
  • As you choose technology, ask yourself, can I show how I generate revenue with this technology?
  • And if I have the right technology, how am I going to present that I am contributing to the bottom-line to the senior leadership team?

Change Means Politics Heat Up       As part of any change in an organization, you’ll want to be careful of organization change management issues that come up with change. The roles of Marketers and Sales are both need and provide great value. But if Marketers are becoming Chief Revenue and Innovation Officers because they have a lot of data and know how to use it to close sales, make sure to think through how that might affect other departments (Sales, IT, Customer Service…) And if / or when Marketing transforms into a “Revenue and Innovation Organization” what now is the role of Sales, IT and Customer Service?

Redefining Roles    In one particular company that I worked with on this this transformation, Marketing became responsible for the top and middle funnel revenue drivers. Sales then transitioned into executive account management and renewals: they were really the relationship builders and maintainers. And Customer Service delivered on the “promises” made by Marketing and Sales by integrally working together with Marketing and Sales. This meant that all three departments knew what their new roles were and the importance of customer lifetime value (CLTV). They knew that all three department’s goals were to collaborate to increase CLTV so that customers, whether it was a B2B or a B2C company, spent more time and money with the company over longer periods of time- hence increasing the customer life time value.

What business experts are really striving for with Big Data is to create blue ocean strategies where the competition is irrelevant; we learned that from the authors of the Book, Blue Ocean Strategies,  W. Chan Kim and Renée Mauborgne. We also learned from W. Edwards Deming, that if we listen to our customers and our employees and take that data, we’d have better products, services and companies — which help to build companies that become their own marketplace or live in an uncontested market space. And that’s what can be done with all the data that we have today — if CMO’s know what to do with it.

Making Cross-Functional Collaboration The Most Rewarded Executive Activity    In this particular company, when cross-functional collaboration was a primary part of their culture, Marketing wasn’t spending millions of dollars to acquire customers only to have the other departments provide such poor relationship building and service that the customer’s defected. Instead they made sure that once the customer had bought and come on board, Customer Service delivered on promises by Sales and Marketing. (In your company, it might mean people in these departments have to talk to each other…) Now that’s an interesting concept!

This is just one company’s take on how they approached these issues. I’d love to hear what you think about the report. There’s much more I could / need to cover in this area. This report just a first look at the idea of CMOs transforming into Chief Intelligence and Revenue Officers.

@DrNatalie

Skype: drnatalie007 | LinkedIn | Google+

Catch my latest:
• Thoughts at www.DrNatalieNews.com 
• Upcoming book series: “7 Steps To Digital Customer Experience Mastery” (working title) 

SAVE THE DATE!
Constellation’s 4th Annual Connected Enterprise 
The Executive Innovation Conference | October 29th-31st 
Half Moon Bay, CA | Ritz Carlton

 

Marketing Transformation Chief Marketing Officer

First Take - 3 Key Takeaways from Ultimate's UltiConnect Conference Day 1 Keynote

First Take - 3 Key Takeaways from Ultimate's UltiConnect Conference Day 1 Keynote

 
We have the opportunity to attend Ultimate’s annual user conference – happening in Las Vegas right now. The conference is well attended with over a 2000 attendees.

Here are my top 3 takeaways from today’s keynote:



  • People First – Ultimate has been stressing their people first perspective on building software since a while, but it is now that this philosophy becomes real and tangible in software with its new recruiting functionality, designed for the main people population in recruiting, the candidate. It will be interesting to see Ultimate apply this philosophy to new functionality coming in 2014 and beyond. There is certainly a differentiating angle with the people first perspective – it will be interesting to see how Ultimate will make this approach even more tangible going forward. 

  • Global – Globalization is one of the strongest forces enterprises are facing today and it is good to see Ultimate reacting to that. Support 30+ languages and localizations is a good start, opening an office in London also helps, but Ultimate will have to pick up speed in this area to remain a credible and viable vendor for more global needs and aspirations in its existing and prospective customers. 
  • Roadmap – Ultimate shared its roadmap not only for the next 12 – but the next 24 months. And there are major HCM building blocks coming – at the end of that period Ultimate will be complete in terms of HCM automation (as we know it today). Kudos to Ultimate for sharing this, which requires significant fortitude and is seldom seen today for a 12+ month horizon – but sharing product plans is of immense value for customers and prospects to chart their course in their uptake and usage of HCM automation. 

MyPOV

A very good start of the conference for Ultimate, and good to see a vendor investing 25% of revenue into R&D, that certainly shows in current (new) products and roadmap ambitions. Now it is all about learning more details in the next 3 days. And then see Ultimate execute in the next quarters. 
 
-----
 
You can find a Storify tweet collection here.
 

 

Future of Work Matrix Commerce Innovation & Product-led Growth New C-Suite Data to Decisions Tech Optimization Digital Safety, Privacy & Cybersecurity User Conference workday SAP Oracle 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 Information Officer Chief Technology Officer Chief Information Security Officer Chief Data Officer

Effective Engagement Strategies Segment Audiences by Digital Proficiency not Age

Effective Engagement Strategies Segment Audiences by Digital Proficiency not Age

Digital Proficiency Report CoverResearch uncovers catering to five generations of digital workers yields higher levels of engagement

Toronto, Ontario – April 9, 2014 Constellation Research, announced today the publication of “Segmenting Audiences By Digital Proficiency” by Constellation Vice President and Principal Analyst, Alan Lepofsky. This Big Ideas report reveals that segmenting audiences by digital proficiency yields more effective engagement strategies than segmenting by age. The report establishes five levels of digital proficiency, and provides a digital proficiency-centered framework for readers to utilize in the creation of their own engagement strategy. A free snapshot of the report is available for download.

Report highlights:

  • The way people interact with technology can be broken down into three primary components: content, people and actions
  • Five Digital Proficiency categories: Digital Holdouts, Digital Disengaged, Digital Voyeurs, Digital Immigrants and Digital Natives
  • Example scenarios of how Digital Proficiency can be used as a framework to plan improvements in employee collaboration and customer support.

Commentary: Alan Lepofsky, report author

“The proliferation of digital technology is causing businesses to go through one of the largest shifts since the Industrial Revolution. This digital transformation forces organizations to rethink everything about the way they do business - from the way they manufacture products to their sales and marketing strategies, even the way they communicate with employees and customers. Unfortunately, many companies start planning their digital transformation by discussing the needs of the various generations of people that will be affected by this change. While people of different generations may indeed have different wants and needs, age alone should not be the determining factor used in planning these transformation projects. Instead, Constellation recommends using a combination of a person’s knowledge and comfort level with technology, a characteristic referred to as Digital Proficiency. This report looks at five types of digital proficiency and helps guide organizations on how to tailor their digital transformation to each category.

It’s time to put the “Millennials are different” conversation to bed. When companies make broad assumptions about people based solely on age they are not painting accurate pictures of their employees or customers. Instead, Digital proficiency uses a combination of skill level and comfort with technology to segement audiences into five categories."

This report fits into Constellation’s business-focused research themes: The Future of Work, Next Generation Customer Experience, and Digital Marketing Transformation

 

ABOUT Alan Lepofksy

Alan Lepofsky is Vice President and Principal Analyst covering collaboration platforms and practices, project management and analytics. Alan’s current research focuses on the evolution of tools and processes that help people get their jobs done.

 

COORDINATES

Profile: http://www.constellationr.com/users/alanlepo
Twitter: https://twitter.com/alanlepo
Linkedinhttps://www.linkedin.com/in/alanlepo
Geo: Toronto, Ontario

THE REPORT

Segmenting Audiences by Digital Proficiency

 

ABOUT CONSTELLATION RESEARCH

Constellation Research is a research and advisory firm that helps organizations navigate the challenges of digital disruption through business models transformation and the judicious application of disruptive technologies. This renowned group of experienced analysts, led by R "Ray" Wang, focuses on business-themed research including Digital Marketing Transformation; Future of Work; Next Generation Customer Experience; Data to Decisions; Matrix Commerce; Technology Optimization and Innovation; and Consumerization of IT and the New C-Suite.

Constellation's collection of prestigious analysts and Orbits members bring real world experience, independence, and objectivity to client solutions that span cross-role, cross-functional, and cross-industry points of view. Clients join Constellation Research for a fresh and business focused perspective.

Unlike the legacy analyst firms, Constellation Research is disrupting how research is accessed, what topics are covered, and how clients can partner with a research firm to achieve success. Over 225 clients have joined from an ecosystem of buyers, partners, solution providers, c-suite, board of directors and vendor clients.

***

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:
Contact our sales team at [email protected].

 

 

Marketing Transformation Future of Work Next-Generation Customer Experience Sales Marketing Innovation & Product-led Growth Tech Optimization Chief Customer Officer Chief Executive Officer Chief People Officer Chief Marketing Officer Chief Digital Officer

How to Get the CFO's Buy-In For Social, Custexp Investments

How to Get the CFO's Buy-In For Social, Custexp Investments

1

social business imageSo your CFO doesn’t want your company to participate on the world’s global communication platforms, otherwise known as, ‘Social’?

Welcome to the 21st century. According to@IBMBigData, poor #custex resulted in an estimated $83 billion in lost annual revenue in United States alone. Everyone is selling their initiatives with better data and they are doing it across all digital properties, including the social platforms. A large business taking a defensive posture towards social media might have been thought of as conservative and wise in the late 2000′s, but more and more it is being interpreted as arrogant and eroding relevance. Your company, once like a gated community, has the opportunity to open up, like a shopping mall on a Saturday afternoon. With social platforms your company has the chance to meet your potential partners, and existing clients in a day-to-day conversation.

Doubting digital #CustEx spending in social channels today, is like doubting the telephone’s value at the dawn of the 20th century. The first metric I share with anyone about #social #custex, is: You exist now. If you don’t have a presence digitally, your existence is degrading day-by-day as generation C — ‘The Connected Generation’ — matures into adulthood. If you are trying to sell your CFO on the ROI of social, I have a few suggestions:

  • Calculating the minimal ROI of Digital is a simple equation: Take your known site conversion rate and multiply it by the increase in traffic directly from social platform properties.
  • Deliver some leads, some happy customer stories, and show them some money!
  • Show the CFO meaningful engagement with targeted people, which translates to warm phone calls and the eventual ringing of the register.

Companies must change or end up like Blockbuster. The power to convince your CFO is in illustrating a story backed by financial data. It is the business intelligence they need to see the value of and, embrace #CustEx innovation.

Today’s customers are stakeholders, there are many implications on the future of the enterprise, and now they have a voice through social platforms. Roadmaps can’t be like the Magic 8 Ball, where customers ask their sales rep a question, then shake them for an answer. Customers deserve, and expect, the TRUTH on product releases. Vendors can’t sell multi-year $1M+ deals on “Maybe we’ll get around to your product improvement requests” anymore. In the social era, the customer is as educated on your product features as your sales reps, and there is simply too much visibility into other products to claim your competition can’t become a solution for them. As well, vendors can no longer hide behind a sales process that is more complex than the IRS tax code. In the social era, customers have as much visibility as the vendor does to the public; therefore, enterprises must think like their customers and respond appropriately with speed and agility. Vendors can decrease churn by meeting real customer needs that surface in social platform discussions; ultimately, those met needs turn into positive customer stories, instead of cancerous complaints. And that is a result anyone in C-Suite can get behind.

 

Future of Work New C-Suite Next-Generation Customer Experience Tech Optimization Sales Marketing Revenue & Growth Effectiveness Innovation & Product-led Growth Digital Safety, Privacy & Cybersecurity Data to Decisions Chief Customer Officer Chief Executive Officer Chief Financial Officer Chief Marketing Officer Chief People Officer Chief Revenue Officer Chief Human Resources Officer

Event Report - ADP’s Meeting of the Minds

Event Report - ADP’s Meeting of the Minds

We had the opportunity to attend ADP’s yearly user conference for their large enterprise customers, the Meeting of the Minds (#ADPMOTM) as ADP calls the event. With well over a thousand attendees this was the largest MOTM ever and both vendor and customers were energized about the new ADP, which is more informal, approachable, and funny and especially cares about all aspects of HCM automation now (see my takeaways from Day 1 here), way beyond the traditional payroll and compliance aspects.

 

Like all vendors being in the market for mover than 10-15 years, ADP has established and well adopted products that are well used and operated by ADP customers and ADP itself day in and day out. Similar like other established vendors, ADP has also created a SMB portfolio. And lastly ADP also plays in the global HCM market with its GlobalView product. All in all this leads to a plethora of products to maintain, invest in and keep the innovation flame cooking on. A difficult situation not only for the return of R&D dollars, but likewise for customers to navigate, partners to understand and sales people to articulate.

The go-forward strategy

To leverage investment into product better and to focus innovation ADP has embarked into a front end innovation strategy (we chose this description as best to describe what ADP is doing). And with that we mean that ADP plans to conserve its backend systems, but is in the process to create a common front end to all these backend processes, based on a modern application platform, supplemented by additional horizontal capabilities. 

 

Screenshot of the upcoming ADP new user interface

 

The first deliverables of this strategy are coming to maturation now and the MOTM attendees saw a nicely build, very usable new user interface, that combines various backend systems. Not surprisingly that user interface is HTML5 based, and features responsive design, meaning that it optimizes automatically to the screen resolutions of smartphones, tablets and desktops. To ADP’s credit, the new UI lacks some of the traditional fluffiness we have seen from other vendors moving to HTML5. ADP is still working on figuring out details on the application server side, which needs to connect to the various backend systems and collect the relevant data and processes so they can be served to the front end. Not a trivial task, but the route ADP decided to take is showing first results and is overall promising. 

 

Screenshot of the upcoming ADP new user interface

The first deliverables of this strategy are coming to maturation now and the MOTM attendees saw a nicely build, very usable new user interface, that combines various backend systems. Not surprisingly that user interface is HTML5 based, and features responsive design, meaning that it optimizes automatically to the screen resolutions of smartphones, tablets and desktops. To ADP’s credit, the new UI lacks some of the traditional fluffiness we have seen from other vendors moving to HTML5. ADP is still working on figuring out details on the application server side, which needs to connect to the various backend systems and collect the relevant data and processes so they can be served to the front end. Not a trivial task, but the route ADP decided to take is showing first results and is overall promising. 

ADP seems to be following a similar strategy like IBM here, which calls it the API economy – in the IBM case BlueMix being the tool to create the new modern front ends. But ADP does not want to be in the implementation service business like IBM – so it will have to make assumptions in the front end to backend integrations, which should not be too hard as it’s an ADP front end speaking to an ADP backend.

The most innovative part of the strategy is the front end technology and application server, which leverages HTML5, No-SQL and graph databases, predictive analytics and open source best of breed components. A radical departure from older ADP architecture – not even going back many years, if e.g. compared to the much more recent VantageHCM architecture.

The bellwether of architecture – agile applications

Of course vendors do not build architectures for architecture’s sake – but to enable agile and 21st century applications. ADP demoed the onboarding of a new employee and made a very good showcase out of it: Not only the traditional onboarding was covered, but also the addition of social network and media information, the discovery of co-workers, the benefits eligibility process (with an eye on take home pay available) – overall a great demo of the new capabilities.

Now ADP needs to show more of these processes with an ESS / MSS and Talent Management backdrop and if these will be implemented equally engaging and well done, the conceptual and practical side of the new architecture will have proven itself.

Reality Check

Let’s look at the present situation for ADP customers, taking a look at the four major product offerings:

  • ADP Enterprise – These are the 1000+ ADP customers that are using this relatively oldest platform of ADP (a purchased PeopleSoft license, as only senior industry observers will remember) – that has moved of considerably from its legacy with continued ADP investment. But this customer base is asking for more innovation and ADP has rightfully moved its investment priorities towards this customer group. New innovations like the HCM centric document management are coming to this customer group early. It will be interesting to see how much ADP can upsell and move into this client base in the next quarters to com.

  • ADP Workforce Now – The ADP product targeting North America centric enterprises is historically in better shape architecture wise. Customers seem to be generally happy and not too concerned. ADP needs to master the simplification of a more complex backend system and a unified talent management systems (from Vantage HCM) – not an easy task, it will be interesting to see how ADP will address that.

  • ADP Vantage HCM – The 2nd youngest child of the ADP product family, Vantage HCM is coming of age (or in pre-school age) and what a difference 3-4 years can make. What started as an appealing UI back then looks rather pedestrian today – so the new architecture will benefit existing and future Vantage HCM customers greatly. The talent management functionality in Vantage HCM is beyond good enough, so a compelling option for ADP customers. And ADP has seen very good adoption doubling the customer base – but now needs to maintain that momentum.

  • ADP GlobalView – Based on SAP technology, ADP recently decided to go with SuccessFactors products for Talent Management functionality (instead of VantageHCM). Surprising at first, but ultimately a consequence of building on SAP, like it or not, then you have to follow the system strategy of SAP. But ADP executives made very clear that his may change in the future. The question remains when. In the meantime GlobalView is one of the few attractive offerings for a global HCM and payroll implementation. Its relationship with the Streamline payroll product moves the GlobalView reach beyond the SAP payroll reach, which turns out to be a helpful differentiator in payroll deals. .

 

Implications, Implications

Implications for ADP customers

The new ADP is good news and innovation is always good for customers, as long as served in a measured and high quality fashion. Customers need to make sure they understand ADP’s strategy and look for value scenarios as they chart their way forward in their HCM automation plans. The ADP front end innovation strategy gives a good mix of innovation and conservation of proven systems, so adoption of the new front end should be not too much of a concern even for the more conservative and risk aware customers. Customers should ask ADP for roadmaps to understand what is coming when and how the future products matches to their enterprises plans and pain points. Up to a certain point understanding and aligning internal HCM rollout plans with the ones of ADP is a worthy strategy to pursue. Nervous Enterprise customers should await ADP’s more detailed plans first, before rushing to any premature HCM system selection and re-consider in 6 months when the first wave of innovations will be available.

Implications for BPO customers and prospects

The front end innovation strategy is of significant value to BPO customers and prospects, especially when operating on a global scale. Traditionally the back end systems of established vendors have lacked in usability and talent management capability – making their systems a point of contention in many large companies. With the front end flexibility ADP plans to introduce and the functionality in Vantage HCM, ADP can address this successfully, making it both more attractive as a BPO provider and potentially even as a BPO platform provider.

Implications for ADP competitors

ADP is moving, and for a vendor the size of ADP, moving with speed. While Oracle has committed and is finishing a complete rebuild with Fusion’s Cloud HCM, SAP is re-building on the HANA platform, mainly in core HR or the moment and Workday keeps extending functionality on its proprietary architecture – only Infor has done a similar architecture approach as ADP with its Ion platform. But the Infor pieces had less functional overlap, a complexity ADP needs to address. The vendor probably most close to ADP from a DNA and customer base, Ceridian, has committed to a complete re—build with DayForce. So we expect vendors to align their marketing and overall value propositions more around the uniqueness of how they build their respective systems. Interesting times ahead.

Implications for ADP

ADP has embarked in a multi year journey on how to unify and rationalize its offerings. The company deserves kudos for this strategic move, very few payroll players can make and eventually do make this move. ADP needs now to balance the needs of its customers on the existing and older platforms, with the investment in Talent Management and the new front end. .At the same time ADP needs to keep a pulse on true innovation in the HCM space, not to risk to end up putting last century business processes in new clothes. Not easy, but ADP has the deep pockets to get that done. Keeping customers on board in the process is a similar challenge, but so far so good.

MyPOV

Changing an established enterprise culture and focus – something ADP is undertaking - is never an easy endeavor. But the company is off to a good start on the product innovation side, it now needs to pick up speed and communicate its plan and progress. Extending roadmaps and establishing value propositions and value maps for each of its customer groups will be a useful instrument to choose, implement and live by.

It is key to hear ADP executives talk about being a service AND a software player. But ADP needs to learn that it is a victim of its own success as there are no ADP like competitors out there (anymore). This makes it hard for existing and prospective customers in shortlist situations as purchasing best practices requires multiple vendors being part of the selection process and the ADP competitors are almost exclusively software companies. So ADP needs to emphasize thought leadership, best practices and other key software vendor virtues to be part of the shortlists. And then show a differentiated value proposition by its services being engineered in the core offering of its products. ADP’s capabilities in payroll and compliance then become strong differentiators and will no longer serve as potential exit qualification criteria.

In the long, long run (2020+) ADP must also address its backend systems and unify them, re-design them, re-architect them to be in line with 21st century best practices, get more out of the R&D dollars it spends and create an enterprise HCM system that is not only attractive and appealing to use, but also agile on the backend side. The good news is, that ADP knows this and has some time to plan and address this topic. Sooner is always better.


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

You can find a Storify collection of Keynote tweets here.

More on ADP

  • First take - 3 Key Takeaways from ADP's Meeting of the Minds Conference Day 1 Keynote - read here

  • ADP innovates with with verve and good timing – read here

And  more on the importance of the paycheck for HCM:

  • Could the paycheck re-invent HCM – yes it can – read here.

  • And suddenly, payroll matters again! Read here.

 

Next-Generation Customer Experience Revenue & Growth Effectiveness Data to Decisions Future of Work Innovation & Product-led Growth New C-Suite Sales Marketing Digital Safety, Privacy & Cybersecurity Tech Optimization Hadoop ADP SuccessFactors workday SAP Oracle AI Analytics Automation CX EX Employee Experience HCM Machine Learning ML SaaS PaaS Cloud Digital Transformation Enterprise Software Enterprise IT Leadership HR LLMs Agentic AI Generative AI business Marketing IaaS Disruptive Technology Enterprise Acceleration Next Gen Apps IoT Blockchain CRM ERP finance Healthcare Customer Service Content Management Collaboration Chief Customer Officer Chief People Officer Chief Human Resources Officer Chief Technology Officer Chief Information Officer Chief Information Security Officer Chief Data Officer

Big Data Marketing Report Published by Constellation Research

Big Data Marketing Report Published by Constellation Research

Data Marketing Report CoverReport reveals how CMOs can use big data to enhance marketing decision-making and advance corporate innovation

Los Angeles – April 8, 2014 Constellation Research, Inc. the research and advisory firm focused on how disruptive technologies transform business models announced today the publication of "Data-Driven, Marketing Campaign Optimization" by Constellation Vice President and Principal Analyst, Dr. Natalie Petouhoff. This Best Practices research report teaches marketing professionals how to apply a data-focused ROI optimization method to elevate the efficacy of Marketing Campaign Automation.

“Data Driven marketing Campaign Optimization” contains an evaluation marketers can utilize to test how well they incorporate data analytics into their marketing efforts. The results of this assessment enable marketers to select the right staff, process, and technologies to enforce their strategy, reduce internal politics and generate the best ROI for the company.
“The value of combining marketing campaign automation with analytics and Big Data means Marketers can continuously compare and contrast campaign scenarios before sending them out, increasing the relevance to the customer, optimize the business results and create an uncontested marketplace, thereby making the competition irrelevant”, commented report author, Petouhoff.

This report fits into Constellation’s business-focused research theme, Digital Marketing Transformation, NextGen Customer Experience and Data to Decisions.

ABOUT Dr. Natalie Petouhoff
Dr. Natalie Petouhoff is Vice President and Principal Analyst covering Marketing, Customer Service and the Gap Between Marketing and Customer Service Dr. Natalie Petouhoff current research focuses on maturity capabilities of companies and how well they implement software to get the best possible return on investment. Previously a Forrester Analyst, Petouhoff wrote the world's first social media ROI model.

COORDINATES
Twitter: www.Twitter.com/drnatalie
Linkedin: www.linkedin.com/in/drnataliepetouhoff/
Analyst Profile: http://www.constellationr.com/users/nataliepetouhoff
Geo: Los Angeles, CA


THE REPORT
Data-Driven Marketing Campaign Optimization
A free report snapshot is available for download: 


ABOUT CONSTELLATION RESEARCH
Constellation Research is a research and advisory firm that helps organizations navigate the challenges of digital disruption through business models transformation and the judicious application of disruptive technologies. This renowned group of experienced analysts, led by R "Ray" Wang, focuses on business-themed research including Digital Marketing Transformation; Future of Work; Next Generation Customer Experience; Data to Decisions; Matrix Commerce; Technology Optimization and Innovation; and Consumerization of IT and the New C-Suite.
Constellation's collection of prestigious analysts and Orbits members bring real world experience, independence, and objectivity to client solutions that span cross-role, cross-functional, and cross-industry points of view. Clients join Constellation Research for a fresh and business focused perspective.
Unlike the legacy analyst firms, Constellation Research is disrupting how research is accessed, what topics are covered, and how clients can partner with a research firm to achieve success. Over 225 clients have joined from an ecosystem of buyers, partners, solution providers, c-suite, board of directors and vendor clients.
For more information about Constellation Research, visit ConstellationR.com
***
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:
Contact our sales team at [email protected].

 

Data to Decisions Marketing Transformation Next-Generation Customer Experience Future of Work Innovation & Product-led Growth New C-Suite Sales Marketing Digital Safety, Privacy & Cybersecurity 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 SaaS PaaS IaaS Quantum Computing Enterprise IT Enterprise Acceleration IoT Blockchain CRM ERP CCaaS UCaaS Enterprise Service developer Metaverse VR Healthcare Supply Chain Leadership business finance Chief Customer Officer Chief Information Officer Chief Marketing Officer Chief Technology Officer Chief Information Security Officer Chief Data Officer