Results

Adobe: It's time to reinvent marketing [again]

Adobe: It's time to reinvent marketing [again]

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Last week, Adobe announced a set of research findings at their annual summit. The key stat: 40% of over 1,000 marketers surveyed want to reinvent their role as a marketer, but only 14% of them know how to do it.

 

Adobe 40 but 14

The Digital Roadblock report points out where marketers need the most help: data, analytics, and mobile. Adobe provides a robust set of tools to help not only the 40% who want reinvention, but also the 60% who just don't know it yet. I'll speak more about these in research to be published in the upcoming months.

When it comes to reinvention, tools alone aren't going to get the job done. Almost eight years ago, I outlined four key areas in which the marketing organization needed to be reinvented:

  1. Redesign of P&Ls and metrics
  2. Culture shift away from marketing communications
  3. Investment in customer relationship infrastructure
  4. Rethinking agency relationships

Very little, if any, fundamental progress has been made in those areas in most marketing organizations. While marketers have adapted to emerging technologies like social media, the fundamental structure hasn't changed. Progress has been made but too many marketers are still stuck in the department whose job is to "make the logo bigger."

Reinventing marketing requires a concerted effort to redesign culture, structure, and technology. Adobe made a great case at Summit for how its marketing cloud can help, but it can't get the job done alone.

 

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Briefings this week: March 31 - April 4

Briefings this week: March 31 - April 4

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Here's who I'm speaking with this week:

 

Tuesday - Thursday

  • SAP CRM 2014

 

As a reminder, I'm interested in hearing from companies that enable customer experience management, provide marketing services (including agencies and consultancies) and support innovation agenda items.

If you are interested in briefing Constellation Research on your marketing technology, visit the Contact Us form.

 

 

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What (Some, if Not Most) CMOs Don’t See

What (Some, if Not Most) CMOs Don’t See

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Two things to start:

  1. I have no qualms with CMOs and their responsibilities – it is a critical job in most organizations and hard to do as any other one.
  2. I was not going to caveat the title and say ALL CMOs, but am trying to avoid being singled out as ignorant (yeah, new thing for me – I know)

OK, now that I put on the first layer of asbestos, let’s begin.

The job of a marketer is hard.

According to fellow barb-trader (blog post) Scott Brinker (@ChiefMarTech) as stated during his CxOTalk appearance on 03/21/2014, there are over 1,100 tools that a marketer could use to do their job.  And most of them use more of one of each type (here is a link to his website where he stored the infographic about it).

If I triple count and am generous in giving credit to vendors that are not really in the market but say they are I cannot get to 1,100 tools in Customer Service – nor in Sales, or in most any other discipline I can think of.  That is a challenge to begin.

If you talk to any marketer in the trenches they will tell you their job involves navigating between applications, pulling data from different places to use in others, and constantly struggle to make sure their campaigns and actions reflect ROI.

And this was before the “customer revolution” that turned the entire world from outbound to inbound – and is transforming the world of marketers into a “digital marketing” place – in the process virtually destroying the traditional role of Marketing.

No longer is about finding the people to receive the message, but it is now more focused on influencing others to shape the conversations so the brand remains relevant.  While having no control of the process for the most part.

Talk about challenging.

However, this change brought with it more problems that seen at first light, and this is what some, if not most, of the CMOs I talk to don’t see – yet.

  • Tools are no longer useful as before.  This was made evident at the Adobe Summit that finished last week in Salt Lake City (not singling out Adobe, merely using them as a data point).  I did not attend in person, to be honest, but I watched some of the streamed sessions, talked to many people who were there, read their reports (good job by Dan Lyons here) and “saw the tweets go by“.  The entire event was about a collection of tools (great tools, nothing bad about them) and the people who use them.  There was virtually nothing about strategy, about aligning with business objectives or even about corresponding to KPIs.  It was about getting the job done.  And getting the job done for a business is more than tools.  If CMOs moved to the forefront of the “customer revolution” as they say, then they need to realize it is not about tactics but strategies.  Even the data Adobe presented talked to tools (and lack of understanding – see below)
As a side item, fellow influencer, Godfather of CRM, and master of all #EnSw (not to mention good friend) Paul Greenberg is posting his take on the Adobe Summit soon – will update with link when he does.  It is a very good post from what he shared so far…
  • The role of marketing (and virtually all functions in the organization) has changed.  And will continue to change.  I have talked about Digital Transformation before (here is my “manifesto” about it – 4,500 words, and below is a tweet about a two-part interview I did with Jon Reed @Diginomica recently.  Good stuff) and this is a critical paradigm shift in our lives.  Everything in the organization is changing (unfortunately we are adding digital to the front of things now, like we did with Social and e- and i- everything before instead of really changing it – #LeSigh) and will continue to do so.  These changes require more – much more – than tools, and Marketing is lagging on the strategic aspects of this shift.
  • Strategy is more than saying we are going to do something – even if you put numbers to that something.  The use of ROI to justify everything they do talks to a tactical approach to the world.  In a strategic world ROI does not matter as much (there are other metrics that do, don’t get me wrong – but the investment is usually too big to be justified in an ROI calculation only).  Half-jokingly I tell people that ROI is more like CYA when management does not understand what you are doing and want to make sure they are not help responsible for “wasting money”.  Marketing needs to get past this, even if they have more data to make the calculations work to the point of measuring each single interaction.  ROI is no their justification, the digital transformation paradigm shift is – and that requires a strategic, not tactical approach.

 

 


This is not meant to attack CMOs or marketers. In spite of my early lack of understanding on the value of Marketing in my career (which I might’ve stated publicly – just in case you run a search on the terms) I have learned since a lot about it and the value it brings to the organization.  No group in the organizations is as talented as they are at crafting and managing a message.  Messages are incredibly valuable in this new world, as are tools and methods to manage them. The CMO and their organization, if they become more strategic, are critical.

Alas, (some, if not most) they are not getting the radical change that is happening.

That — needs to change.

What do you think? Am i missing the point entirely? Am i being unfair?

Would love your thoughts…

disclaimer: Adobe is not now, nor in the past has been, a client.  I had a semi-short, unpaid consulting session with them about three years ago when they were embarking on this trek.  Doubt they will remember, but I remember it was about  – marketing as Social CRM.  While they have made great progress since then (it was somewhat painful) they’d be the first ones to tell you there’s work to be done.  I also have no dealings of grudges against any other CMO, or any of the other people mentioned here or linked to from here.  I think we are embarking on a great debate that will effectively changed market from the top down – as opposed to just seeing tools change and evolve.
Marketing Transformation Innovation & Product-led Growth Chief Marketing Officer

Infor runs CloudSuite on AWS - Inflection Point or hot air balloon?

Infor runs CloudSuite on AWS - Inflection Point or hot air balloon?

Last week was all dominated by public cloud announcements, starting with Cisco’s Intercloud, then Google Cloud platform live event, then AWS Summit and lastly the Microsoft cloudformobile event. In the midst of this – one market move got less attention than it should have: Infor announced during the AWS Summit keynote that it will run its CloudSuite applications on AWS.

 

So let’s take a first look at the press release and then at what strategy Infor maybe up to, finalizing around the implication for market and customers and a verdict in regards of this forming an inflection point or more a hot air balloon.



Infor, a leading provider of business application software serving more than 70,000 customers, today announced Infor CloudSuiteTM, the first group of industry-specific application suites available on Amazon Web Services' (AWS) cloud. Infor CloudSuite provides beautiful software with deep industry functionality and a flexible, subscription-based delivery model that significantly reduces upfront IT expenditure.
 
MyPOV – This makes Infor the first enterprise application vendor of size to rely for overall core processes on a public cloud, here AWS. While development and test systems have been available for a long time (e.g. SAP, Oracle, Workday etc.) only very narrow application scopes have been brought to the public cloud (e.g. Infor with its analytical offering on based on AWS Redshift) for production purposes, or their scope has not been too broadly advertised (e.g. Saleforce.com’s Heroku runs on AWS) or it has been only used in very selected scenarios (running SAP, Oracle or Microsoft enterprise apps in production on AWS).
 
Each industry suite within Infor CloudSuite is built by unifying multiple applications that historically were deployed independently to holistically support core business functions by industry. This core, along with fast and simple provisioning and a SaaS pricing model will enable Infor CloudSuite to change the way enterprise software is delivered to and consumed by customers.
 
MyPOV – Deep vertical automation is one of the leitmotivs of Infor's products and the company is investing heavily in this area. What Infor is doing is pretty much best practice for anyone out there facing the challenge of building and delivering next generation applications on a public cloud infrastructure. The remarkable part is that Infor is the first - and so far the only - enterprise application vendor to deploy complete transactional application in production on a public cloud (here AWS). 
 
"SaaS today refers primarily to HCM, CRM or another edge application, never to mission-critical business operations," said Charles Phillips, CEO of Infor. "Infor CloudSuite redefines cloud for the enterprise, delivering the first full suite of business applications purpose-built by industry running in a public cloud through Amazon Web Services." 
"Customers want help figuring out how to move more of their operations into the AWS Cloud. They want to shift their resources to focus on what they do best, rather than on the undifferentiated heavy lifting of managing IT and complex software," said Andy Jassy, SVP, Amazon Web Services, Inc. "We are excited that Infor is addressing these needs using the AWS platform. Infor CloudSuite on AWS delivers a simplified and enhanced user experience, across a multitude of industries, and provides all the agility, elasticity, and cost benefits of the AWS Cloud to enterprise customers around the world."
 
MyPOV – No surprise – both Philips and Jassy are excited about this. And the excitement is deserved as Infor becomes the first mover across the large enterprise software vendors to deploy productions systems on a public IaaS like AWS, and AWS gets a lot of enterprise load into their cloud. Enterprise load has been something that AWS wants (and needs to) aggressively ramp up inside of enterprises to not let traditional enterprise vendors (that now have cloud offerings) like IBM, Oracle, Microsoft, HP etc. gather this lucrative business.
 
Infor will leverage the AWS cloud infrastructure to allow customers to take advantage of Amazon's expertise and economies of scale to access resources when they need them, on demand and with auto-scaling built into the Infor applications.  Infor is in the process of consolidating existing subscribers and transitioning current internal infrastructure to the AWS platform. AWS provides services in 10 Regions, with 25 Availability Zones and 51 Amazon CloudFront Edge locations globally.
 
MyPOV – This is a key paragraph that documents, that Infor has tried to build out its own datacenter infrastructure – but has obviously realized that moving to a public IaaS provider like AWS is better for Infor. And it makes sense – instead of putting CAPEX into data centers, Infor gains critical capital to pore into R&D or acquisitions. From a technology stack perspective that is relatively easy to do for Infor, as it is standardizing around JBoss, PostgreSQL and Linux. All platforms that AWS offers. The argument of ‘no one can run our tech stack better than us’ is no argument for a generic and open source based technology stack that Infor has opted to build its next generation applications on. Experience and scale matter much more here.
 
"AWS has the best and most advanced cloud infrastructure in the world, providing a delivery model, cost structure, and focus on operational excellence that perfectly complements and enhances our products," said Phillips. "Moreover, the tie between Infor and AWS is strengthened through a common focus on customer experience, rapid-pace of innovation, and standards-based architecture."
 
 

MyPOV – Well I am sure other public cloud IaaS may have given Infor a similar overlap – but as Philips mentioned in his presentation at AWS Summit – none of them was as easy and fast to do business with like AWS. And the JBoss, PostgreSQL and Linux stack eliminated many of the other public cloud IaaS providers. And PostgreSQL was also new to AWS, which announced PostgreSQL support at their re:invent conference only last November as beta (and with that it is available to all customers).


The other emphasis needs to be on standards based which is key for Infor’s technology direction – but also for AWS. As long as standards are popular – they are key winners for AWS and enterprise software vendors like Infor.

 

Infor plans to roll out industry suites, delivered on AWS, throughout 2014, beginning this spring with Infor CloudSuite Automotive, Infor CloudSuite Aerospace & Defense, and Infor CloudSuite Hospitality. Early this summer Infor expects to deliver Infor CloudSuite Corporate, with a core of best-in-class financials and Infor's complete human capital management suite. [..]
 
MyPOV – Interesting that Infor is delivering Aerospace and Defense offerings so early, an industry ruled by very high security requirements. It could well be thought that using AWS’ cloud offerings was the faster – and potentially even only way for Infor to get a Defense vertical offering out in the first half of 2014.. The true landmark will be CloudSuite Corporate (Financials and HCM automation) – which will appeal to all of Infor’s customers and is slotted to be available mid-2014..
 

Massive CAPEX Savings

There can be no question that Infor is gaining significant CAPEX savings from the move. Instead of having to build out a global data center and network infrastructure, it can now piggy back on AWS. To a large extent Infor’s move is like Netflix’s move, which opted years ago to use AWS for its streaming (and more) services. Infor’s COO Pam Murphy even looked relieved to a certain point to not have to deal with the compliance and certification anymore (see here interview with John Furrier and team here).
 

The Security concerns

Needless to say when you move core enterprise data in the public cloud, there will be security concerns. Infor has done a good job addressing these heads on with almost a quarter of the information of the CloudSuite website centering on security. Infor even went so far to put the email address of their Information Security Officer, Jim Hoover on the website. Kudos for accessibility.
But to a certain point Infor hedges here – as it offers it applications as well on premises, so it’s really the customer who decides at the end of the day. And letting the customer decide is never a bad strategy at the end of the day.
 

Holistic approach is key

The Infor management team around Philips has plenty of sales execution experience – so no surprise that Infor is equally changing sales compensation plans to motivate its salesforce to move to CloudSuite. A key more to create revenue traction.
 
Moreover, Infor has involved its substantial 3000+ member partner network that is key to help move install base customer over to the new offering.
 
And lastly Infor offers a standardized upgrade program with UpgradeX to its customers. For a fixed price Infor will value engineer the move to the cloud, transfer data, train and support customers moving to Infor 10x.
 

Market Implications

Smaller ISVs with cloud offerings need to take a hard look at the cost of their datacenters and their build out, especially with a global customer base and / or global ambition. Even larger enterprise software vendors like SAP and Oracle will probably need to take a fresh look at their cost calculations.
 
On the IaaS side AWS has the largest enterprise software vendor on the hook, as Oracle for sure and SAP most likely will go down the path of running their own cloud infrastructure. But as the MDM offering from SAP has already shown, AWS is certainly an attractive option for certain SAP offerings, too. AWS competitors have missed out on one of the largest enterprise software loads out there
 

Customer Implications

For Infor customers – These customers should take a good look at the CloudSuite offering, as long as functional coverage of CloudSuite vs their existing offering is attractive. Then it comes to security considerations, upgrade costs and overall risk appetite to decide for CloudSuite on premises – or on top of AWS.
 
For non Infor customers – This is an area to watch. Wait for the offering to mature but then certainly have a look at it. Use the intelligence around the pricing and licensing to ask for similar numbers from your existing enterprise application vendor. If they can be more or less matched, good news, if they cannot be matched – time to look at vendors that can match them, including Infor.
 

Implications for Infor

Infor has been planning this move for a while, so we can expect that Philips and team know what they are doing. The holistic approach is a key validation point for this. Now it comes back for Infor to execute by delivering what it announced and to create the customer momentum to make this a successful move on the revenue side.

 

 

MyPOV

A very good move by Infor, ridding itself of high CAPEX and worries around a global datacenter and network rollout. Infor's commitment to an open source stack is another key piece of its strategy to disrupt its main competitors (SAP, Oracle), reducing and challenging their steady technology license streams.

And a key win for AWS on the enterprise side. If both Infor and AWS deliver, not only SaaS by accident, but SaaS on AWS by accident (customers buying CloudSuite and with that run on AWS) will happen – nothing better can occur for AWS. So definitively an inflection point – not a hot air balloon – as long as Infor can create the commercial success and execute on its ambitious product roadmap.



More about Infor
  • Inforum 2013 – Takeaways from the Keynote – Day 2 – read here.
  • Infor’s bet on microverticals – the good, the bad the ugly – read here

More about AWS:
  • Event Report – AWS Summit in San Fr.ancisco – AWS keeps doing what has been working since 8 years – read here
  • AWS moves the yardstick - Day 2 reinvent takeaways - read here
  • AWS powers on, into new markets - Day 1 reinvent takeaways - read here
  • The Cloud is growing up - three signs in the News - read here
  • Amazon AWS powers on - read here.


     

     

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    Candy Crush or Bust: ENSW Apps Must Redesign or Get Crushed

    Candy Crush or Bust: ENSW Apps Must Redesign or Get Crushed

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    Candy CrushThe next generation of Enterprise Software Applications (#EnSW) will be as easy to download & use as Candy Crush, by King.com, Ltd. They will make use of backend data systems, (PaaS), providers like Salesforce, IBM, AWS, and Rackspace. They’ll integrate with almost any app out there, including consumer apps that seemingly have no business value, but lifestyle value. They’ll work well because they’ve been designed well. And they’ll be beautiful.

    The next generation of #EnSW will burn their old school competitors on cost because these solutions will be built by 2 people, not 200. Imagine a business paying 2% the cost of their existing CRM, ERP, or HCM solution. ‘In-app’ upgrades will be available for project durations, and advanced feature use will be unlocked for a small premium. For cash starved Non-Profits or start-ups, freemium versions will be available, with full features, monetized thru ‘in-app’ advertising. Envision these #EnSW disruptors offering to buy out their clients contract cancellation fees like T-Mobile recently did in the consumer cell phone market. It’ll be a wonderful world where a business doesn’t have to pay thousands of dollars to an implementation company or have a developers come in regularly to code new functionality. These divergent #EnSW apps will grab the untold hundred’s of millions of businesses that have yet to implement a business solution. They will own the emerging global markets in Africa, Eastern Europe, South and Central America.

    The next generation of #EnSW will never have you enter data into a ‘field’ again, because it will be smart enough to know what to grab and where to put it. User security will be gamified ‘in-app’, rewarding good use, and creating negative sentiment in degrees for the bad use. User adoption will be viral; not the anemic grind that typically occurs when introducing a #EnSW solution in the workplace. The backend administration will be as fluid and fun as the front-end experience. The next gen #EnSW apps will be stupid easy, fun, insightful, witty, and helpful ~anything that isn’t, will get crushed.

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    45% of Global Enterprises Are Running Production-Level Cloud Apps Today

    45% of Global Enterprises Are Running Production-Level Cloud Apps Today

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    cover graphicMicrosoft’s latest study shows enterprises’ pace of cloud computing adoption continues to accelerate.  Nearly half of the respondents (45%) report they have cloud-based applications running in production environments.  58% report that they selectively target new applications and projects for cloud computing.

    Microsoft commissioned 451 Research to complete one of the most comprehensive global surveys to date of hosting and cloud computing, titled Hosting and Cloud Go Mainstream releasing the results earlier this month. The 74 page slide deck of results provides a wealth of insights into the current and future state of hosting and cloud computing.  451 Research constructed the methodology to include interviews with 2,000 companies and organizations of all sizes from 11 countries, with more than a third of respondents coming from the United States.  Microsoft and 451 Research provided the slides showing the result of screener questions, which provides a useful context for analyzing the survey results.

    Here are the key take-aways from the study:

    • 45% of enterprises globally are running production-level cloud computing applications today.  North America and Asia have the greatest percentage of enterprises reporting broad implementation of production cloud-based applications (17% each).  North America has the greatest percentage of enterprises in the discovery and evaluation phase of cloud computing adoption at 29%.

    cloud computing adoption by region

    •  58% of global enterprises are selectively target new applications for cloud computing, with 18% heavily relying on cloud computing for new projects.  The following graphic shows the distribution of organizations’’ approaches to using cloud computing for new applications or IT projects.

    New Apps By Region

    • SaaS (71%) and Hosted Infrastructure Services (69%) are the two most common IT services currently purchased today, with 14% growth forecasted in each by 2016. The fastest growing category is Platform-as-a-Service (PaaS), with 37% purchasing these services today projected to grow another 26% in two years.

    current future it services

    • SaaS is most prevalent in enterprises with over 500 employees, and Hosted Infrastructure Services, in government and education.  Please see the graphic below for the distribution of responses by IT service and organization type.

     

    current it services by company size

    • Spending on hosted private clouds will increase from 28% of spending today to 32% in 2016, with traditional dedicated infrastructure services dropping from 48% to 42%.

    Hosted Infrastuctrure Services

    •  The majority of SaaS users are employees (45%) followed by businesses (which could be interpreted as suppliers and the broader supply chain) (22%), consumers (18%) and business partners (including distribution channels (14%).

    primary application users

     

    • Telephone conversations with customer support specialists is the most valuable form of communication (just over 60%) across all support channels.  It is also the most preferred channel for SaaS support.

    valuable forms of communication

    •  Business applications (17%), databases (14%) and e-mail 12%) are the top three application spending categories today in hosted and cloud applications.  The following graphic breaks out spending by hosting and cloud configuration.

    hosted and cloud applications

    • Having a well-defined architecture for security (7.7 out of 8.0), understanding who the end-users are (7.6) and train users to be cautious with access & security (7.5) in addition to having a well-defined architecture for performance (7.5) are the three top best practices for cloud computing projects.

    best practices cloud computing projects

    • 44% of enterprises globally have “shadow IT”, meaning business units are spending their own budget on cloud computing projects outside of the IT approval processes.  The following graphic provides the breakdown by type of organization included in the survey.

    shadow it

    •  87% of respondents globally would recommend cloud computing to a peer or colleague and 13% would not. When asked why or why not, respondents most often mentioned a good experience and better service/it works (approximately 17%), followed by improving costs/cost effective/cheaper (approximately 16%).  Security issues and concerns (25%) and uncertainty/it’s too new (approximately 16%) are the reasons for not recommending cloud computing.

    recommend cloud computing

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    Event Report: The Storify From #AdobeSummit

    Event Report: The Storify From #AdobeSummit

    Market Leaders And Fast Followers Celebrate A Decade Of Digital Marketing Vision

    In 2004, Omniture founder Josh James, an avid skier, held the first Summit atop the Snowbird Ski Resort for 270 early adopters and converted.  Fast forward eleven years to 2014, an estimated 7000 customers, partners, influencers, and prospects gathered at the Salt Palace in Salt Lake City, Utah March 25th to March 28th, 2014 in search of reinvention in digital marketing (see Figure 1).  Since that time, Adobe Summit has emerged as a must attend event for those looking at the entire digital experience from creative to commerce.  Despite the size, this year’s event remained equally intimate.  At almost every venue, restaurant, or session, attendees remarked on how easy it was to meet people and discover, connect, and engage on the future of digital marketing.

    Enclosed is the Storify of Tweets from #AdobeSummit:

    Figure 1. Storify from #AdobeSummit

     

    Your POV.

    Ready for digital disruption?  Are you an Adobe shop? Will you add additional modules of Adobe?  How did you like Adobe Summit? 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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    Early Reports Say the Oracle Sales Cloud May Finally Have Come of Age

    Early Reports Say the Oracle Sales Cloud May Finally Have Come of Age

    Oracle-sales-cloud

    At this year’s Collaborate, Oracle plans to make a formal announcement of Release 8 of the Oracle Sales Cloud, but behind the scenes new customers can use the release now and existing Release 7 customers are being ported over in the next few weeks. This presents the market with something of a paradox since the Oracle Sales Cloud is both a new product and a mature product at the same time. While it has unusually deep functionality for a new product in features such as integration and territory management, it is also subject to the same rules of software development as any new product and customers of past releases encountered some major hiccups during adoption.

    Sales-cloud-1

    Yet the overwhelming consensus among customers, partners, and other interested parties we talked with was that with Release 8 the Oracle Sales Cloud has finally come of age. The proof, of course, is in the pudding, but if the platform has stabilized, the time has come to examine the mature aspects of the product. These include:

    • Integration – Among the early adopters we spoke with, the most important factor in choosing the Oracle Sales Cloud was integration with either their existing Oracle E-Business Suite or JD Edwards back office systems. Customers also cited Microsoft Outlook integration as being a key factor in their decision to use the product. Oracle also integration with Siebel and other Oracle CX products as well.
    • Analytics - The customers we talked with were universally able to improve forecast accuracy and build executive management support for their projects based on the prebuilt reports in the system. Oracle also has brought into Release 8 some features it developed for its own internal use. Based on our interviews, early adopters found analytics be one of the strongest parts of the product and one that surpassed their expectations.
    • Usability –Oracle beefed up the user interface and gave the product a more consumer-like look and feel. User adoption is an area the company is investing heavily in to improve not only in the way the product looks but also the way it works. Even without the new interface, some early users of the product reported a measurable increase in sales rep adoption.
    • Mobility – Although mobile demo versions of the product can be downloaded today from Google Play and the Apple Apps stores, most customers we spoke with were only just beginning to use this feature although oddly it was often cited as the most promising aspect of the product to roll out in the future.
    • Complex Territory Management - Most of the customers we spoke with were midmarket organizations with relatively straightforward territory and account plans and did not make use this features. One large multinational customer with direct and indirect channels did cite the territory management features as an important reason they selected the Oracle Sales Cloud.
    • Social Collaboration - Given the nature of the business most of the customers we spoke with – specialty chemicals, industrial manufacturers, system integration, transaction processing – the social collaboration features has not been leveraged although one customer reported using the social media features to communicate with their system integrator.

    Sales-cloud-2

    If the platform proves stable in production over in the next few weeks, and given its advanced features and the fact we are entering the time of year when Oracle is most aggressive in offering discounts, organizations considering new CRM systems would be well served to take a careful look at Oracle Sales Cloud Release 8.

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    IBM bankrolls a new $100M interactive practice. Will it work?

    IBM bankrolls a new $100M interactive practice. Will it work?

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    Yesterday, IBM announced expansion plans for its Interactive Experience professional services practice. The numbers align a bit too perfectly: 10 new labs, $100M investment, and 1,000 new roles. 

    10-100-1000

    While the numbers sound great, here's what matters:

    • Access to technology. Brands need to connect with customers along all points of the buying/loyalty loop, same as it ever was. But today, engagement is impossibly inefficient without the help of technology. On the front lines, high tech enables high touch experiences. We could always assume that IBM services had access to the firm's leading-edge research and this announcement includes specifics regarding influence analysis, intelligent customer profiles, and customer identity resolution, in addition to behavioral pricing, life event detection, and psycholinguistics analytics.
    • Global scale. In addition to four Experience Labs in North America, IBM adds 10 locations that provide presence on all continents with the exception of Africa and Antarctica. This allows the firm to match the operating needs of multinational clients, in addition to collecting local insights that can be transferred to broader programs. For example, consider the social media ecosystem in China, which has influenced the roadmaps of Silicon Valley-based platforms (and vice versa).
    • Ability to sign talent. Finding great talent that can pair campaign creativity with quantitative analysis is difficult, and constrained supply drives higher prices. IBM can afford to poach talent from other firms, as evidenced by its hires from Accenture, Wunderman, SapientNitro, DigitasLBi, Capgemini, and Ogilvy. IBM is the professional services equivalent of the New York Yankees.

    But I wouldn't consider the game over yet by any means. In fact, some of these strengths come with significant challenges:

    • Legacy branding. International Business Machines has a world renown legacy in enterprise hardware and the current software organization is also well-known. These groups capture the public's attention with innovations like Watson and support of the US Open, which can lead to consulting business. However, internal corporate relationships could lead buyers to lean towards other firms that may not carry a perception of bias towards proprietary technology solutions.
    • You don't have to be the biggest to be the best. Consider the change that technology has driven in the agency landscape; the traditional agencies with roots in the mad men era have been increasingly displaced by smaller shops that are nimble and can react to shifts in current culture. IBM claims to be a "new breed of service provider" but it must be careful that the positioning doesn't become a Napoleonic mistake of creating competition on too many fronts. Moreover, IBM needs to operationalize knowledge from its global network without letting its sheer size get in the way of learning.
    • Fast enough? IBM isn't alone in seeing the marketing opportunity around digital cusotmer experience. Two years ago, Deloitte acquired Ubermind to create Deloitte Digital. Last year, Accenture acquired Fjord and formed Accenture Interactive. Good help is hard to find in this market, which is why SIs are buying digital shops to get in the game quickly. IBM has been hiring talent from the right places, but this one-at-a-time approach may not be a fast enough ramp, leaving money on the table for competitors.

    IBM sees the market opportunity in customer experience and appears committed to winning in the market. There are a couple of elements in this announcement that take me back to 2008 as I launched my last company -- "a new service provider that's agency + consultancy" and a multi-million dollar funding commitment -- and the emerging opportunity seems to be wide open. If nothing else, IBM is signalling to potential clients and hires that they're open for business as the "social business" era fades into the next generation of digital transformation.

    Marketing Transformation IBM Chief Marketing Officer

    10 Things Most Exceptional CIOs Never Do

    10 Things Most Exceptional CIOs Never Do

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    The list below is from over two decades of observations in first, second and third person. Before publishing I asked over 50 Fortune 1000 CIOs and CTOs to review and comment; their feedback is included.

    At the core of everything below is going against the grain and the herd, and embracing counter intuition. Whether you embrace counter intuition systematically, or selectively, most of the items below are suggesting in their cognitive DNA counter-intuitive thinking.

     

    1. They do not try to define innovation - It's difficult to define innovation, and if you do define innovation it means that you will set up a single process to do or capture it the way you define it. Wrong -- most exceptional technology leaders learn that innovation comes in many flavors, inside-out, outside-in, evolutionary and revolutionary. If you define it you have one process, if you do not, you learn there are many processes needed to do or capture the many types of innovation.

    2. They never have secret projects - The knee-jerk reaction is to have little secret projects, or "black ops" type projects. Exceptional technology leaders will tell you that you need to do innovative projects in the open, allow folks to see, smell and marvel in its artistry. What you want is for everyone to copy the behavior of the few innovating. If you lock them in a secret room, no one knows, and no innovative behavior gets copied.

    3. They are never surprised by failure - Certain percentage of technology projects fail, it is the nature of the beast. Exceptional technology leaders set these expectations for failure with their operating committees, and investment governance stewards early in the process. When failure happens, it is never a surprise; it is usually "well that one falls in our failure bucket we prepared for".

    4. They never start projects themselves - Folks that want/try to build a prototype usually struggle to wow business stakeholders. This is because you have to get the business stakeholders involved before you can build anything. Some leaders I know do not even draw a project in PowerPoint before engaging the customer. Every project is started by the customer, whether on the customer's own conscious accord, or the customer unconsciously prompted (but technology leadership) to do so.

    5. They resist the need for PMO - Certain processes in large organizations do not thrive with the presence of the project police, while others do. Most exceptional leaders I consulted agreed that a PMO in the wrong place at the wrong time can be catastrophic. Some processes need low rigor, some mild, and only some the high rigor that comes with a PMO presence.

    6. They do not break projects into phases - Large phases (one, two and three) are logical "kill points" for projects. Most projects get killed after phase one, and very frequently this is because phase one is a minimally viable product that does the least that can be done, but does it well. Two things happen, the business stakeholders see no reason to fund phase two and/or three (I mean they already saw something that kind of works), and the technology leader never gets to build phase two which would deliver efficiency; and phase three, which would create business value. So large phases leave you always delivering phase one only which unfortunately only kinda works. Have 24 phases, not three.

    7. They never worry about a target state - We can barely predict what our families will do in a year, yet we try to predict what companies of thousands of employees should be like three to five years out with a target state. Worst once there is a targets state, the "target state police" start invalidate changes to the market place and new innovations by activating the "well it does not fit into the target state" card essentially locking the company away from the world for three to five years at a time. Exceptional technology leaders create a governance culture to enable an evolving model, not a target state.

    8. They do not try to build hero products - Very rarely can you build a single product that solves all of your customers ailments in a vacuum. You cannot build standalone solutions; you have to build a product that works with others. The days of platforms with stocks of information are over; exceptional technology leaders build ecosystems with flows of information. Most folks suggested that they build as little as possible, instead they orchestrate like a maestro of other products instead of a builder of a hero product.

    9. They never wait on innovation - Exceptional technology leaders do not wait to see what happens to new innovations, they disdain being a fast follower, they are habitually enterprise early adopters. They buy innovation commercially (and many times invest in the startups) early in the innovation cycle and way left of the theory of diffusion of innovation bell curve. Waiting to see what happens to an innovation means paying more for it, and being late to the party.

    10. They do not read leadership books - There are almost a million books on leadership available for purchase on Amazon.com. All noise, an echo chamber if I may. Exceptional leaders systematically and pragmatically go against the status quo. They thrive in counter intuition. As technology commoditizes, the herd gets larger and larger, go in the opposite direction.


    Do you have others to add?

    What are some of the traits you see in exceptional technology leaders?

     

    New C-Suite Data to Decisions Tech Optimization Future of Work Innovation & Product-led Growth Chief Executive Officer Chief Information Officer