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What to Expect at Connected Enterprise: Being A CIO in Silicon Valley Panel

What to Expect at Connected Enterprise: Being A CIO in Silicon Valley Panel

Sure, life's great at the top, but did you ever wonder what it's like to be a CIO in Silicon Valley--a region known for it's technological brain trust and early adopter approach to technology? With the CIO role changing due to business priorities and disruptive technologies, the modern CIO has his or her hands full just adapting to these changes. Add in Silicon Valley's infamous brain power and the expectation that new technologies will be rapidly adopted, and you're dealing with a whole new high-pressure animal. Join us at Constellation's Connected Enterprise as CIOs from HP, VMWare, Box, and Tesla share their insights --the good, the bad, and the ugly of being a CIO at the epicenter of innovation. 

Being A CIO in Silicon Valley Panel - What happens when everyone thinks they are an expert

October 31, 2013 2:30p.m.-3:00p.m. PT

Moderator: Justin Fox, Executive Editor, New York, Harvard Business Review
Ramon Baez, SVP and CIO, HP
Paul Chapman , VP of Information Technology, VMWare
Ben Haines, VP IT/Chief Information Officer, Box
Jay Vijayan, CIO, Tesla Motors

There's still time to register for Connected Enterprise --emerge with new ideas and a fresh perspective! Register now: http://connectedenterprise.ontrackevents.com/home.cfm

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Why NetSuite acquired TribeHR?

Why NetSuite acquired TribeHR?

Earlier this week NetSuite announced that it has entered a definitive agreement to acquire TribeHR, the Canadian partner that prides themselves to be one of the first social HR vendors, having been founded in 2009 - in the midst of the social boom, thus building their product on a social foundation.  

 
 

Did anyone mention HCM is hot?

We may be biased - but it definitively looks like companies really start paying attention at their largest expense - people... and as the the long labelled war for talent seems to be starting slowly but steady, that trend does not stop with the SMB companies. 

Coincidentally SMB companies are even more dependent on their key talent than larger companies, but have in the past (usually) not been a part of the whole Talent Management hype. Now they realize that their employees are prone to the pitches of the larger enterprises and SMBs need to react with HCM strategy, practice and technology products. 

So the need for talent acquisition and retention is coming to SMB, and with a force as we can see with the pivots that the SMB-Suite SaaS market leader is maneuvering through. In May it was a partner a let all flowers bloom strategy with many partners and offering customers choice (see here), that was complemented with the Oracle partnership in June (our take here) and now the acquisition of one of the more advanced partners from May - with TribeHR.

Why TribeHR?

We gave NetSuite good grades for the original partner strategy announced back at SuiteWorld - but raised the concern that offering multiple user interfaces is not a user - in this case you may want to say people - friendly situation. Many HCM functions happen so infrequently that plodding along a familiar user interface is a great win. And TribeHR addressed that more than some other partners with building code and product on the NetSuite platform...

And then TribeHR certainly was one of the larger and more mature vendors in the partnership portfolio - potentially only ecclipsed by Silkroad - but not sure if Silkroad was even open to an acquisition conversation... and certainly has a different path to HCM than TribeHR had. 

And kudos go to TribeHR to have consistently leveraged social - as LinkedIn and Facebook capabilities permeate the product.

 

HCM @ NetSuite

So NetSuite now has a pretty good HCM suite and is definitively a contender in the big race we described here - it has good core HR functionality, a relatively new (but key) recruiting product and solid performance management. That completes well with NetSuite's existing (basic) time management and more as part of the the Employee Resource Management module (expenses, purchases, collaboration), Incentive Compensation and the Payroll Services option. 

What's missing - and we will see how NetSuite will address this - is onboarding, learning and compensation - not all the way on the top for a SMB - but arguably with the rest of HCM automation being addressed - will get equally important - probably sooner than NetSuite thinks today - and we will see how quickly they will respond.

And of course Payroll remains a major pain point, especially for SMBs and while NetSuite covers the US well and partners further with e.g. Paychex on the international side, this is likewise an area to watch. And finally we think NetSuite needs to keep investing into recruiting - for the aforementioned reasons why HCM gets so relevant for SMBs - all about the acquisition and retention of talent.  

 

Confusion in the ecosystem on HCM strategy?

The pivots that NetSuite has been doing with its HCM strategy - though the company will not call them like that - are substantial and the company needs to clarify messaging with both customer and partners. Our take in June was that the Oracle partnership addressed the global HR and talent needs the partners could not address - and while TribeHR is not an Oracle Fusion HCM - it certainly gives NetSuite more automation in that area. 

And then NetSuite will have to stick to the strategy and execute - nothing creates confidence better with prospects, customers and partners to execute and deliver to a roadmap.

MyPOV

As mentioned - HCM is key for SMB, too. Kudos go to NetSuite to quickly and aggressively address that need and not be shy to pivot as needed. It is getting a good asset and a talented team with the TribeHR acquisition. 

 

Now it will be time time execute, create a road map, address the remaining gaps in the HCM portfolio, clarify the partner go to market. Exciting times and ultimately good news for the NetSuite customers. 

 

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Veeva Systems Goes Public

Veeva Systems Goes Public

 

Veevalogo
A company whose founders include Siebel Systems alumni Matt Wallach and Mark Armenante has gone public. Veeva Systems (NYSE: VEEV), a cloud based software solution for life sciences, has made an initial public offering of 13,045,000 shares at $20 per share.

The price of the stock quickly went from $20 to $49 - a 245% rise - making Veeva one of the hottest IPO's of the year. The company's valuation is currently around $5.25 billion and the P/E ratio is 104 - meaning at the current rate of profitability investors would be paid back in the year 2114.

Founded in 2007 on the premise that industry-specific business problems would best be addressed by industry-specific, cloud-based solutions, Veeva believes this approach is particularly relevant to global, complex and heavily regulated industries. So Veeva sells software- as-a-services (SaaS) that enables pharmaceutical and other life sciences companies to use the cloud-based architectures and mobile applications with life science specific functionality and regulatory compliance. 

Although there are some common business processes within life sciences companies that horizontal cloud-based solutions have been able to address, (such as payroll and expense management), the health sciences industry has som industry-specific needs such as new drug submissions, quality management, regulated marketing, and non cash sales.

As a result, before Veeva was founded, life sciences companies were largely unable to implement cloud based solutions. The company's products include: 

Veeva CRM  a customer relationship management solution for sales representatives customized with industry-specific functions such as drug sample tracking with electronic signature capture, healthcare affiliations management, and the ability to conduct interactive demonstrations with physicians on a mobile device, with or without an internet connection.

Veeva Vault a regulated content management solution, that manages the collection, management and organization of  documents required for clinical trials that can manage complex versioning, workflows and approvals for promotional materials in compliance with government regulations.

Veeva Network a recently announced customer master solution that enables the creation and maintenance of the healthcare provider and organization master data.

Veeva utilizes a multi-tenant architecture which allows the company to rapidly deliver new functionality to all customers simultaneously and enabling customers to benefit from innovations and comply with frequently changing regulations more quickly because all customers are using the same version of the product.A multi-tenant architecture is one that allows multiple customers to use the same hardware and software infrastructure while keeping each customer’s data logically separated.

In addition, the company's global employee base, including our professional services team, gives it insights into industry best practices that can be more quickly incorporated into the Veeva solution. In addition, we believe that the the data generated from their applications can provide unique insights about the industry.

As of July, Veeva had 593 employees, including approximately 190 employees located outside North America, primarily in Europe, Japan and China. Veeva solutions are designed to enable compliance with global regulatory requirements and are available in 27 languages. For its fiscal year ended January 31, 2013, international revenues constituted over one-third of its total revenues.

As of August the company had 170 life sciences customers, including 33 of the 50 largest global pharmaceutical companies. Veeva has been implemented in over 75 countries, ranging from deployments within a single division o to major deployments at some of the largest global pharmaceutical companies. Customers include Bayer Healthcare AG, Boehringer Ingelheim GmbH, Eli Lilly and Company, Gilead Sciences, Inc., Merck & Co., Inc. and Novartis International AG.

In fiscal year 2013, total revenues were $129.5 million representing year-over-year growth of 111%.  The company is profitable and generated net income of $18.8 million for the last fiscal year.

The company is actively recruiting partners and hiring. A good contact on the hiring side is Kelly Abraham, senior recruiter. On the partnership side Melanie Watkins Director, Software Alliances at Veeva Systems is a good contact.

Tech Optimization Oracle Chief Information Officer

My Top 3 Takeaways from the SAP TechEd keynote

My Top 3 Takeaways from the SAP TechEd keynote

Today was the opening keynote of TechEd 2013 and despite some nothing new pre-leaks - there were some substantial announcements and takeaways - I will concentrate on my top three takeaways - probably more later during the week.
 


It is a little more than a 100 days since Vishal Sikka has taken over the reins of all product development - and he is wasting no time to get things done, even if this is hard and potentially unpopular decisions.
 

Takeaway #1 - SAP's to be landscape becomes clear

This is the first time I have heard an SAP executive publicly acknowledging the littered system landscape that SAP has accumulated through the years both internally and through acquisition - nothing says it better than the picture Sikka drew during the keynote:
 


Name your systems - it is a lot of parallel and redundant code and functionality - so let's look at the SAP to-be architecture:
 


So not surprisingly we will see the following in the near and far future from SAP:
 

  • Of course HANA is the database of choice here - no surprise. Already today HANA has database services, application services are newer and application libraries are the future. It will be interesting to see what they will be, when they ship and if they are available and ready to be consumed by customers and / or partners.

  • And HANA Cloud Platform (HCP) is the basis for building new applications - and will not only be used to build completely new applications as a separate tech stack (on the left as the illustration implies) but also complement and permeate in the tech stacks of the existing apps (the ones painted in black). This is where the (very) hard work will have to happen for SAP and for probably a (very) long time. Definitively the area to watch for existing clients. 

  • More surprising was that the Fiori paradigm was also chosen as the UI paradigm going forward. And while Fiori is a welcome and good innovation by SAP - it has more focussed on high usage, simple, often self service scenarios - so it will have to be extended for more dense, power user screens and UI demands that SAP needs to satisfy as an enterprise application vendor. Nothing impossible - but new things to cover and create by Sam Yen and team.

Takeaway #2 - SAP gets serious on Analytics - partners with SaaS

This is probably one of the best mutually acknowledging each other leadership partnership I have seen in a long time. SAP acknowledges SAS leadership as the analytical tool of choice of data scientists and SAS acknowledges that HANA is a mature database platform to deploy models to and run analytical application on. 

At the same time SAP keeps its own ambitions in the analytics space - notably after the KXEN acquisition - so we witness another of the recently more and more popular co-opetition partnerships. These can go well - but can also be problematic.

But the prize is clear - if SAP manages to make HANA the database of choice for model building by the data scientists using SAS - then it can become the de-facto analytical database of choice for the enterprise. A (free?) bundle of SAS with Hana One - maybe on a larger AWS instance, say 10 GB of RAM - would not hurt that process. 

Takeaway #3 - SAP fixes mobile - technology wise 

With the announcement of version 3.0 of the SAP Mobile Platform SAP makes a key step towards fixing it challenged mobile track record. Out is much of the proprietary and all clunky Sybase pieces - and in is a standards based, open sourced mobile development platform. This will help capture both talent and capacity for new mobile applications. More to come, stay tuned, not my colleagues Chris Marsh's quote in the press release here.

So if you follow the software life cycle, once you fix the architecture, you can build great applications, when you have great applications - you have to get the price right. SAP now has some time to address the latter.

 

MyPOV

A good keynote with nice touches like an intro by Alan Kay, a reference to Gutenberg, a leitmotiv in reference to Bert Engelbert's ABC model applied to SAP (we will see how hifi that is in a few quarters) and three key takeaways. It will be a huge challenge for SAP to move to the to be landscape - and many details will have to follow - but the urgency is seen and noticed by the shrinking on premise apps, as Sikka stated and my colleague Dennis Howlett just report here
 
And oh yes - tons of improvements around HANA, but that wasn't a surprise (anymore).  
 
 
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What to Expect at Connected Enterprise: The SuperNova Awards

What to Expect at Connected Enterprise: The SuperNova Awards

Find out who wins this year's SuperNova Awards for innovators in disruptive technology. The winners will be announced LIVE at Connected Enterprise! This year  we'll be announcing the winners of the SuperNova Awards at the SuperNova Awards Gala Dinner which is always held on the first night of Constellation's Connected Enterprise.

There's still time to register for Constellation's Connected Enterprise: https://connectedenterprise.ontrackevents.com/registration.cfm

SuperNova Awards Gala Dinner

The SuperNova Awards Gala Dinner is an awards ceremony during which we honor SuperNova Award participants past and present, and announce the winners of this year's competition.

When: October 30, 2013 7:00p.m. - 10:00p.m.
Who: honorees include SuperNova Award finalists and winners; all attendees of Constellation's Connected Enterprise
Winners: official list of winners will be available October 31, 2013 on the Constellation blog

The Constellation SuperNova Awards are the first awards to recognize individuals for their courage in battling the odds to introduce disruptive technologies to their organizations.

2013 SuperNova Award Finalists

Consumerization of IT & The New C-Suite

Andrew Knapp, IT Support Specialist, Arizona Beverages
Chris Plescia IT Leader, Collaboration, Nationwide
Jason Thomas, Chief Information Officer, Green Clinic Health System
Lauren Klein, Social Leadership Community Strategist, Hitachi Data Systems
Lina Gallardo, Director, Product Management Group Markets, Blue Cross and Blue Shield of Minnesota
Vijay Kesavan, IS Director, Diageo

Matrix Commerce

Jacob Jaber, CEO, Philz Coffee
Phillip Kennedy, Director, Information Technology, Pandora Jewelry
Ron Godine, Director of IT, TMW Systems
Sanjib Sahoo, Chief Technology Officer, tradeMONSTER
Trak Lord, Marketing & Media Relations, Metaio
Alan Hilburn, Director – IT Transportation & Operations, PSC, LLC

Data to Decisions

Ashish Braganza, Senior Manager of Global Business Intelligence, Lenovo
Brad Donovan, Manager, Agile Analytics and Innovation, GlaxoSmithKline
Bruce Yen, Director of Business Intelligence, Guess?
Dirk Zeller, Head of IT Consulting at Mercedes-AMG GmbH, Mercedes-AMG GmbH
Karen Simmons, Senior Director, Enterprise Data Warehouse, Kelley Blue Book Co., Inc.
Oswaldo Mestre, Director, Division of Citizen Services, Office of the Mayor, City of Buffalo 311 Call and Resolution Center
Lance Henderson, CEO, Zamzee
Roman Coba, Chief Information Officer, McCain Foods Limited
Ronald Baden, VP of Services, Host Analytics
Russ Turner, Site Reliability Engineering - Manager, Domino’s Pizza
Tony Candeloro, Vice President Product Development, ARI

Digital Marketing Transformation

Ashish Braganza, Senior Manager of Global Business Intelligence, Lenovo
Ashleigh Casner, Director of Marketing, Huddle
Brace Rennels, Director, Community Strategy, EMC
Christopher Jowsey, Senior Manager, Web eCommerce, Lenovo Australia
Karen Simmons, Senior Director, Enterprise Data Warehouse, Kelley Blue Book Co., Inc.
Pierre Bourbonniere, Head of Marketing, Société de transport de Montréal, La Société de transport de Montréal (STM)
Richard Milne, Global Director of eCommerce and Digital Marketing    Life Technologies Corporation
Steve Susina, Director, Demand Generation Services, Crain's Business Insurance

Future of Work

Andrew Knapp, IT Support Specialist, Arizona Beverages
Chris Plescia, IT Leader, Collaboration, Nationwide
Dirk Zeller, Head of IT Consulting at Mercedes-AMG GmbH 
Greg Hicks, Director IT, Social and Collaborative Innovation, UnitedHealth Group
Jay Grant, Chief Executive, InterPortPolice
Jeffrey Burns, "OPENPediatrics Program Director: Chief, Critical Care Medicine, Boston Children's Hospital",Boston Children's Hospital
Joan Orr, Vice President, TAGteach International
Kenneth Fonzi, Associate Director of Online Information Systems, Children's Hospital Foundation
Lauren Klein, Social Leadership Community Strategist, Hitachi Data Systems
Margaret Oldham, Director of Innovation and Opportunity, Beck Ag, Inc.
Paul Rumsey, Vice President, Global Learning & Development, Carlson Restaurants (TGI Friday's)
Sebastian Joseph, Chief Technology Officer, DDB Mudra Group
Susie Long, Director, Organizational Development, Dollar General

Next Generation Customer Experience

Carl Stokes, Head of IT, NHBC (National House-Building Council)
Eric McKirdy, Global Customer Care Manager, Ask.com
Fred Kirsch, Vice President, Content, New England Patriots
Jacky Saayman, Director, eMarketing and Programs, EMEA, OpenText
Jeff Sullivan, Senior Marketing Manager – Online Communities, Dell
Jeffrey Burns, "OPENPediatrics Program Director: Chief, Critical Care Medicine, Boston Children's Hospital", Boston Children's Hospital
Krissy Espindola, Director, Knowledge Management and Social Customer Support, T-Mobile
Lauren Klein, Social Leadership Community Strategist, Hitachi Data Systems
Lauri Travis, Community Manager, Tyler Technologies, Inc.
Lina Gallardo, Director, Product Management Group Markets, Blue Cross and Blue Shield of Minnesota
Oswaldo Mestre, Director, Division of Citizen Services, Office of the Mayor, City of Buffalo 311 Call and Resolution Center
Philippe Vayssac, Customer Interaction Project Owner, Groupama Rhône Alpes Auvergne
Pierre Bourbonniere, Head of Marketing, Société de transport de Montréal, La Société de transport de Montréal (STM)
Samuel Creek, Principal Business Analyst, CA Technologies
Sanjib Sahoo, Chief Technology Officer, tradeMONSTER
Wynn Parrish, Vice President, Product Support, B/E Aerospace

Technology Optimization and Innovation

Annalie Killian, Catalyst for Magic, Amplify Festival / AMP Services Limited
Arland Weise, VP Administration, National Oilwell Varco
Dirk Zeller, Head of IT Consulting at Mercedes-AMG GmbH
Don Whittington, Vice president and CIO, Florida Crystals Corporation
Eric Feige, VP Digital Strategy, Prudential
Greg Hicks, Director IT, Social and Collaborative Innovation, UnitedHealth Group
Jacky Saayman, Director, eMarketing and Programs, EMEA, OpenText
Jacob Jaber, CEO, Philz Coffee
Jeffrey Burns, "OPENPediatrics Program Director: Chief, Critical Care Medicine, Boston Children's Hospital", Boston Children's Hospital
Jos Uijterwaal, CFO, Cloud9 IDE
Sanjib Sahoo, Chief Technology Officer, tradeMONSTER
Steve Airton, Information Services (IS) Controller, United Biscuits
Tom Cartledge, Director, Technology & Operations, John Moore Services (JMS)
Trever Scott, Senior Director, Information Technology-North America, Dole Fresh Fruit Company

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Disruptive Technology Companies: Net-Results

Disruptive Technology Companies: Net-Results

Logo_net-results

Golden, Colorado  based Net-Results offers a disruptive technology within the broader marketing automation space. The company links online behavior to database segmentation in a new way. Rather than define an action, such as creating an alert, and then applying the function to a subset of the database, Net-Results allows you to first build the segement and then apply different functionality to it.

For example, a trigger could be set to send an alert to the sales department to follow up with any prospect in a certain segment who views the pricing page for more than 30 seconds. An email could then be sent to that same segment describing the different packages offered.  The email could direct readers to a separate form for people in just that segment to fill out.

Since Net-Results is integrated with CRM packages such as Salesforce and SugarCRM segments can be based on data stored those systems. So a segment could be based on industry in addition to how the web site is used. A list of some data available for segmentation includes:

Website Visit Activity


  • Website Visit Duration
  • Specific Page Viewed or Not Viewed
  • Number of Page Views
  • Number of Visits
  • Most Recent Visit

CRM Data


  • First Name
  • Last Name
  • Company
  • Title
  • Email
  • Phone (Work, Mobile, Home)
  • City
  • Account

Email Activity


  • Did or Did Not Receive/Open/Click/Visit Site/Bounce/Unsubscribe
  • List Membership

Web Form Interaction

  • Traffic Sources
  • Search Phrase 
  • Search Engine Used
  • Paid vs. Natural Search
  • 3rd Party Referring Site
  • Google AdSense

Lead Scoring


  • Qualified
  • Total lead score
  • Contact score
  • Activity score
  • Engagement score
  • Manual score
  • Landing page visited

Net-Results is actively recruiting partners and hiring. A good contact at the company is Chaz Daum  at 303-771-2552

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Open Source Not a Panacea for Cloud Infrastructure Decisions

Open Source Not a Panacea for Cloud Infrastructure Decisions

Cloud IaaS Open Source

When it comes to cloud computing, do open systems win out over proprietary standards? My view is, perhaps in theory, but cloud computing--specifically public cloud infrastructure--has bigger problems right now than whether it's built on open source. Furthermore, open source cloud infrastructure providers have obstacles to overcome. 

I'm participating in an online video debate on October 29, hosted by IBM's Smarter Computing program, on "the pros and cons of open computing when it comes to cloud, big data, and software defined environments." This post outlines part of my viewpoint on this subject.

What's Not to Like about Open Source?

One of the problem in debating "open source" is that it is difficult to argue against the word "open" as a concept. For example, we all like to think of ourselves as open-minded, not close-minded. We admire top executives who have an open-door policy--have you ever heard of a manager with a "closed door policy?" In home-buying, sellers like to point out the open floor plan. Who ever advertised a house as having a "closed" floor plan?

So also, in computing, open just sounds better. Moreover, when it comes to cloud infrastructure, open source projects such as OpenStack and CloudStack have admirable goals, such as the ease of porting computing workloads from one cloud provider to another, promoting competition, and escaping the dreaded vendor lock-in.

The Larger Issue: Adoption

But, to me, it is premature to debate about whether open source cloud infrastructure is better. The larger issue today is the small percentage of corporate IT organizations that embrace public cloud infrastructure at all. In our Technology Trends survey at Computer Economics last year, we found that less than 10% of IT organizations worldwide have any use or plans to use public cloud infrastructure. Moreover, of these, only half claim use it, or intend to use it, for production systems.

If they are not using public cloud for production systems, then what are they using it for? Our survey found interest in public cloud for software development and testing, disaster recovery capabilities (such as backup and recovery), or for archiving older data.

In addition, I question some of those production uses of IaaS. Discussions with associates who advise data center managers confirm my suspicions. One associate, who works a lot in the entertainment industry, pointed out that one popular use of cloud infrastructure is in rendering animated film. In this case, animators require enormous amounts of computing power and storage to render even a few minutes of animation. As it turns out, cloud infrastructure is perfect for such a use, as it frees the IT organization from having to maintain those high levels of computing resources, which are only used sporadically. Furthermore, the risk is low. If the cloud provider goes down in the middle of a rendering job, the animator can simply resubmit the job. Nothing is lost.

But when it comes to production systems, such as accounting systems or royalty processing, these same entertainment industry decision-makers shun cloud infrastructure. It is not that they want to keep such systems on-premises, as witnessed by the fact that they have been outsourcing their data centers to managed services providers for years. As my associate remarked, "CIOs don't want to be in the data center business any more." But, rightly or wrongly, they are cautious about entrusting production systems to a cloud infrastructure.

Open Source Not a Panacea

Although the goals of OpenStack and other open source cloud projects are admirable, they may be a solution in search of a problem.

  • Specifically, migrating workloads between competing cloud providers may not be as big a deal as open source proponents claim. Customer demands are already forcing competing cloud providers to recognize and support each other's APIs. For example, some members of the OpenStack community are urging support for Amazon's APIs.  If OpenStack fully goes this route, application systems written for Amazon's cloud will be able to be deployed on an OpenStack cloud without a lot of migration effort. Even VMware--the vendor with the largest stake in so-called private clouds--supports Amazon APIs and is also a contributor to OpenStack. Therefore, as far as I can tell, portability is not a major issue.
  • Second, so far, it does not seem as if proprietary cloud providers are using their proprietary standards in order to extract higher fees from customers. Quite to the contrary, cloud infrastructure is a very competitive market. Whatever concerns IT decision makers have about public cloud infrastructure, one thing they cannot complain about is its cost. Leading cloud providers are not raising prices--rather, they are cutting prices, in some cases many times a year. IT decision makers are not holding on to their on-premises systems because they are concerned about the cost of public cloud--they are focused on risk. This was also a key finding in our Technology Trends survey.

If a cloud provider wants to overcome enterprise IT buyer concerns, it should focus on reliability, security, privacy, and offer a well-staffed support group. Many of the OpenStack providers are doing exactly that. It may well be that OpenStack providers, such as IBM, H-P, Dell, Rackspace and others, will be successful because of their value-added services, not because they embraced an open source infrastructure.

Incumbent Infrastructure Providers Have an Edge

Furthermore, proponents of open source cloud infrastructure may be underestimating the advantage that on-premises infrastructure providers have in moving their customers to the public cloud. Although, as discussed above, IT leaders have concerns about moving production workloads to the public cloud, one thing that does appeal to some of them is the ability to move seamlessly from on-premises system instances to cloud instances.

This is the so-called hybrid cloud infrastructure. CIOs may adopt a hybrid cloud strategy in order to move non-critical workloads out of the data center, freeing up system resources (e.g. the animation rendering application discussed above), or to "burst" to the cloud during period of high demand for system resources (e.g. during a major advertising campaign that strains an in-house e-commerce system).

Now, which provider has the advantage in helping IT organizations set up hybrid cloud capabilities? The provider that is already serving the on-premises data center (Microsoft, VMware, or Oracle, for example) or the one that would like the data center to replatform its on-premises systems to match the infrastructure of the provider's cloud infrastructure (e.g. OpenStack, CloudStack)?

The answer is obvious, which is why Microsoft, VMware, and Oracle are all providing public cloud services that require very little change to the customer's on-premises infrastructure. Unless an IT organization is building a data center from scratch, it is unlikely to want to standardize its internal infrastructure on a completely new technology--open source or otherwise.

Advocating for Cloud and Open Source

Nothing I've written here should be taken as an argument against cloud computing or open source. I've been blogging on these subjects since 2002 and consider myself as an advocate of both. In my view, one day nearly all systems will be delivered via cloud computing, and open source software has proven itself to be a viable business model for a variety of software categories, especially for lower levels in the technology stack. But in the case of public cloud infrastructure, I don't see open source cloud projects as dominating the market any time soon.

You can register for my video debate on IBM's website.

Related Posts

The Inexorable Dominance of Cloud Computing
Cutting Through the Fog of Cloud Computing Definitions

Photo Credit: Flickr, followtheseinstructions

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Disruptive Technology Companies in Colorado

Disruptive Technology Companies in Colorado

CTA-Wine-Taste-2
Every year the annual Colorado Technology Association Wine Tasting Event has proven a promising venue to look for disruptive companies and this year's 9th was no exception. Whatever comes to mind when you think of Colorado, it probably isn't wine. Yet some of the best vineyards between the West Coast and the Mississippi are located in the Northwestern part of the Colorado - take that Wyoming, Utah,  and Idaho! Recently over 500 people showed up to talk tech and sip some of the Colorado's best wines at the McNichols Building in the Civic Center

Among the disruptive companies there were ReadyTalk, Net-Results, and Coldwater Software.

ReadyTalk is an audio and web conferencing company based in the fashionable downtown neighborhood of Lodo. The company is not actively recruiting partners but is hiring. The company can be reached at 800.843.9166 or [email protected].

Coldwater Software is a product and services firm built around Microsoft Sharepoint. Based in the Tech Center the company is actively recruiting partners and hiring. A good connection is Greg Rohan at 720-235-0374 or greg.rohan@ his company name .com

Golden based Net-Results offers marketing automation solutions. A fuller description of the company can be found under the story Disruptive Technology Companies: Net-Results.  The company is actively recruiting partners and hiring. Privately held, the Net-Results is profitable and not looking for investors at the moment.  A good contact at the company is Matt Filios at 303.771.2552 or Twitter @MattFilios.

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Siebel Innovation Pack 2013 Released

Siebel Innovation Pack 2013 Released

Oracle-logo

Oracle Corporation (NYSE: ORCL) has released the Siebel Innovation Pack for 2013. Some of the highlights of the update listed by Alexander Hansal in his Siebel Essentials blog include:

  • New installer for SES and SWSE
  • IRM adopts Database Server Configuration Wizard and Upgrade Wizard
  • Improved IRM conflict resolution (critical conflict filter)
  • Packaged Siebel Test Automation scripts
  • eService self service application completely redesigned
  • New Multisite Ordering module
  • CalDAV Support
  • Mobile Disconnected Applications

Enhancements specific for Open UI include: 

  • New mobile visualizations (grid, launch pad, etc) for Open UI
  • jQuery UI ThemeRoller Support for Mobile Applications
  • New tile and map visualizations
  • Manifest administration in client with conditional nestable expressions
  • Drag and drop import via Excel
  • New Customer Dashboard
  • Refurbished Product Catalog
  • Marketing and Loyalty Designers (Flowchart, Gantt Diagrams)
  • Chat, Find and Search
  • List Applet now "remembers" column size and position

You can read more at Siebel Innovation Pack 2013 is Here

Tech Optimization Chief Information Officer

Is the existing SI business being travolged?

Is the existing SI business being travolged?

I have meant to write this post since quite a while after hearing and learning a lot about the changes that are happening and travelogueing the system integrator (SI) industry. 

For the longest time SI have been able to make a very good living by understanding customer requirements very well and applying that understanding to enterprise software implementations. In the course of the application of the customer's requirements to the enterprise software, the dreaded customization process was an inherent business development engine for the SI. The more the SI was able to understand a customer's business, the more likely it resulted into the further customization of an enterprise software package. That not only resulted into more immediate implementation work, but created follow up business with every update and patch the customer would decide and be forced to take by its enterprise system vendor, since this re-triggered a new wave of validation and testing. Possibly updating documentation and training materials.
 

Enters the cloud

There are many benefits to the deployment of cloud based solutions - but they also come with a largely take it as it is approach. Some vendors in the past even proudly stated that a cloud based solution does not allow for any customization at all - but that is rightfully changing in the last quarters, with e.g. Workday allowing more advanced customization techniques.

But the real damage to the SI community has been done - no matter how much more the vendors will allow to customize - here are two data points that show how the SI business has changed:

  • The largest SI partner of a leading HCM cloud product in North America, that does based on independent estimates 20-30% of the North American business - is a 130 employee company with approximately 90+ consultants.

  • The expo show at the yearly user conference of one of the larger HCM cloud providers featured only 2 larger booths - the rest was smaller stand up booths. Contrast that with the recent user conference of a mixed on premise and cloud provider where the were over two dozen large SI booths - most of them multi story.

 

Strategies going forward

So for the SI's to remain the companies in the future, that they are today and what they used to be - they need to identify new services and offerings to ensure revenue and growth keep intact. 

Here are a few strategy blueprint fragments than could position a SI as a winning provider as the cloud transforms the industry:
 
  • Services shift – SI workloads and revenues are under pressure due to the lower implementation complexity of SaaS products.  So it comes back for SIs to switch from lesser paid roles to roles that have a future in the new SaaS reality that is dawning on enterprises. On the lower end this can be testing services. The continuous release updates by the SaaS vendors creates a testing burden on their customers and providing a system validation service as a turnkey service is a viable business. From there SIs should explore higher paid services such as the creation of training materials, the recording of online tutorials and the hand holding and training of enterprise employees when a new release becomes available. And ultimately there are even higher paid validation services in the area of system certification e.g. in regards of compliance with public safety and heath standards. Likewise there is higher level news service opportunity in validating and documenting new upcoming SaaS releases for specific customers groups.

  • New services – We see the need for both a cloud architecture as well as cloud integration services. And while SIs have setup numerous cloud practices, the integration aspect across different clouds and cloud and on premise is still in its infancy. But this will be a sizeable chunk of SI revenue that can be derived from the cloud – so it’s important to prepare for this upcoming business. It gets more challenging going forward, as the SaaS providers are trying to change the integration game by building integration as a provider delivered feature – see the recent plans of Oracle to integrate Fusion Financials and HCM with Salesforce.com’s CRM products. And how to invest and try to get a leg up on the competition was recently also demonstrated by Deloitte, who are building the integration between NetSuite and Oracle Fusion HCM.

  • New product opportunities – While today most SIs live and breathe in the ecosystems of the respective vendors they partner with, the cloud gives SIs the option to create new products that integrate and create a value add with the older still running on premise products of their customers. And if architected and built right – a piece of complimentary business automation to on premise enterprise system may well work across on premise vendors, offering the SI the opportunity to grow beyond the original single vendor ecosystem, usually dictated by the technology choices of the vendor.

  • 3rd party maintenance – Though this is a tricky subject in regards of vendor relations – we expect a growing number of enterprises thoroughly evaluating 3rd party maintenance options. With the advent of enterprises moving their automation to the cloud – there will be remaining islands of automation that will have to be maintained. And while they will ultimately be replaced –enterprise may not want to pay for the full cost of maintenance anymore and look for 3rd party maintenance. So while not a very long term business field – we see a growth in this market for the next 3-6 years depending on cloud adoption by enterprises and on the pricing and product strategy of the on premise vendors.

  • New business rationale – Finally the cloud allows to de-emphasize technology and shift from vendor specific technology choices to a business rationale that focuses on outcomes. We are already seeing enterprises questioning technology less as long as it’s in the cloud (and of course safe and secure etc). Herein lies the opportunity of SIs to create attractive automation portfolios regardless of technology base, potentially cross vendor, ideally complemented with own product offerings – with a strong focus of selling outcomes to enterprises. SIs capitalizing early on this trend and creating barriers to copy to the competition with investment in own products will do well, based on conversations we have with forward thinking and innovative enterprises.

MyPOV

We are seeing a fundamental transformation of the SI business. It not only matters directly to the SIs - but likewise to the enterprises using them - since what may have been a SI powerhouse of the past, maybe that partner who literally misses the boat (or the plane) to the cloud. And equally vendors need to be careful as the big names of the past and present may not be the big names of the future.

P.S. And for those wondering on the origin of travolved - I am paying homage to the language that I learnt before English, which is Italian - and Italian has this beautiful verb travolgere - which stands for as much as to sweep away, to overwhelm. Anglicists and Romanists alike may please pardon the free conjugation of the verb in an English text. And then... all analysts need to work on an unique brand, I am sure you got that already..
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