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Key Takeaways from TIBCO TUCON - Sunshine & Chance of Hail [From the Fences]

Key Takeaways from TIBCO TUCON - Sunshine & Chance of Hail [From the Fences]

TIBCO's TUCON conference is just ending in Las Vegas and it's time to take a look at the key takeaways from the conference. If you missed it - replays of the keynotes are available here and I collected two Storify streams that you can find here and here.

This was the 9th TUCON conference and TIBCO claimed it was it's best attended one. Good for the company and good for it's ecosystem. I personally liked the format with two long plenary keynote sessions in the morning - with executives, partners and customers presenting - and then in detail, hands on sessions in the afternoon. 

The Integration Conundrum

At the end of the day integration matters - and that's one of the reason why TIBCO is a key player these days - from it's original starting point as the information bus company. 

Today enterprises face three fundamental options to solve their integration challenges:

(1) Integrated enterprise software
These enterprises trust their application vendor to provide most - if not all of their automation. The integration problem is solved by their enterprise software vendor. These vendors are the usual suspects - SAP, Oracle, Infor, NetSuite etc.

(2) Enterprise software based integration
These enterprises know, that they can rely on the vendors of scenario (1) to run most of their automation needs, but have to integrate some critical custom systems. Their application vendor's integration platform though is capable enough to address their integration needs - so these enterprises end up using e.g. Oracle's Fusion Middleware, SAP's NetWeaver (or more recently HANA Integration Platform) or Infor's ION plaform.

(3) Integration Vendors
The enterprises in this scenario know, that their enterprise software portfolio is too complex to get any of the vendors popular in scenario (1) to be an option and thus their integration needs are also too complex for these vendors integration platforms to move in the direction of scenario (2). On top of that, these enterprises do not want to become experts in n different integration platforms. So they choose a stand alone integration vendor and that's where e.g. TIBCO, Informatica and Software AG come into the picture, not to forget IBM.

Does the cloud change anything on the above scenarios? Not really it just makes things more complex... as enterprises need to integrate not only on premise - but also towards cloud applications. And that requires the vendors in scenario (3) to provide good enough cloud integration, which brings us back to TIBCO - as this TUCON was really about more cloud adoption for TIBCO.


 

TIBCO's Big Bets

Through the two days both TIBCO CEO Vivek Ranadive (how do you get an accent on an 'e' on a US keyboard - well you don't, pardon) and CTO Matt Quinn did not get tired at highlighting the big bets that TIBCO is placing on the future:


 

Screenshot from WebCast

 

 

So not surprisingly TIBCO focusses on its strength around events and integration. The BPM angle came a little short in my view - even more the BigData aspect. From my view events and data are not the best friends to each other - events create data, but are data by themselves - and a lot of data is just there - with no trace of the events. And TIBCO considers this data at reand we will see how the BusinessEvents product will handle this kind of data.


 

The BigData bet

TIBCO plans to address the big data opportunity with a combination of 5 products. Obviously with Spotfire - that see a new release 6.0, and can look into Hadoop tables now. But the key work needs to be done by BusinessWorks - which gets a plug into Hadoop (the same one?), too. And needless to say TIBCO throws in recently acquired StreamBase, through which ideally enterprises would feed their Hadoop clusters, adding BusinessEvents to allow CEP and ActiveSpaces for an in memory acceleration. This all makes sens - but I am not sure if we will see that happening en masse in the near future. A data centric believer would e.g. just use Hadoop and memchache and look for patterns, BusinessEvents will have to prove its value-add over an open source product combination.


 

Spotfire 6

Hadoop keeps investing into Spotfire and with version 6 it deserves credit to make it easier for business users to create their own KPIs and dashboards. Coupled with new location based services (as e.g. recently discovered by SAP for HANA) - this creates new and nice visualization capabilities.


 

Screenshot from WebCast

 

 

The new Spotfire Event Analytics product sounded very interesting - but there was no chance to drill much deeper in the keynotes. Would be good to understand what patterns the product can pick up and even more interesting to learn how it then creates analytic applications.

And finally - Spotfire makes its first steps to the cloud with three tiered offerings - as a full version in the cloud with an enterprise product, a work group level product and a personal product. Smart to tier the capabilities based on need - but we need more detail if the slicing is leaving the products powerful enough for their respective target groups.


 

tibbr keeps growing

And TIBCO's social product tibbr added mainly content management capabilities. With tibbr Pages, users can now create, publish, share and find content in the enterprise. But when you create content - you need files - so there is also tibbr Files - that integrates with all the usual end user content management tools like Dropbox, Box, Google Drive, Huddle (new partnership announced) and Sharepoint. And kudos to the tibbr team to realize that when you have files, you have often also to do work with them - so there is tibbr Tasks (are they paying attention at Box?).


 

Screenshot from WebCast

 

 

And the new tibbr UI and dashboard look pretty clean to me. The question remains - who wants a Switzerland for social - there is certainly a market for it - the question is how large is that market and how much of a challenge is it to build out all the integration features needed to maintain the neutral social platform status.


 

So why hail?

TIBCO has an amazing portfolio of products to help and assist the enterprise, it really can move the needle for enterprise performance - but in that lie also two key challenges. 

The first one is messaging and education. The speed with which Matt Quinn had to rush through key product innovations (I particularly liked Project Austin) was either a consequence of bad time management and / or allotment - or - more my guess - the problem of a lot of things going on. 


 

 

Screenshot from WebCast

 

 

So the newly appointed CMO, Lori Wright, has her work cut out on how to streamline messaging, time management at user conference and customer education. 

And the 2nd aspect is that this is a lot of product to build, maintain and keep enhancing. And while TIBCO spends well on R&D - with approximately 15% of revenue going to research - to make all customers and all products successful must be a day to day challenge for the product developers. 

The good news is - hail may not come down from the sky as hail, but as much needed rain, it's back to TIBCO's management to make sure the weather is forecasted right for customers, partners and employees.

 

MyPOV

A very interesting user conference with some key sparks of innovation in the right places. Concerns remain if events are the right answer to tackle the big data deluge and how the company can maintain and extend it's extensive product portfolio.

[Disclosure: I did not attend the TUCON conference in person - 4 weeks in a row in Las Vegas would have been too much even for me - but followed public available sources, peers on site, the video stream and Twitter.]

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Siemens Enterprise Communications Rebrands Changing Its Name to Unify

Siemens Enterprise Communications Rebrands Changing Its Name to Unify

On October 14, 2013 Siemens Enterprise Communications changed its name to Unify. The company believes this new name more accurately describes what the company is all about: unifying how people communicate and interact. The new brand is accompanied by a new tag line: Harmonize Your Enterprise.

The rebranding of the company is not a surprise. When Siemens AG entered into the joint venture with Los Angeles-based Gores Group to operate Siemens Enterprise Communications, part of that deal was that the company could use the Siemens brand for several years but that it would ultimately have to discontinue using the Siemens moniker. That day has arrived.

Unify is working hard on a new flagship solution code named Project Ansible. Project Ansible is a software solution that is designed to bring people together by integrating communication channels and devices into a single, seamless experience. One of the hallmarks of Ansible is its reliance on an as yet unproven, unratified (from a standards perspective) voice, video and data technology called WebRTC. Anisble will become available in July 2014 and it will be offered as a cloud-based solution running out of Unify data centers.

Unify’s CEO, Hamid Akhavan, said, “In the past, we have come from a telephony background… that is no longer our focus.” This seems to indicate that Unify will move away from being a traditional PBX manufacturer and caused me to question Unify’s strategy going forward.

Chris Hummel, Unify GM and North American Commercial Officer followed up on this comment the next day with a clarification. Hummel stated that Unify has incredible strength in voice and telephony. They are not throwing this strength and experience away, and they are not getting out of the PBX market. But voice is now table stakes. A very sophisticated table stakes, but table stakes nevertheless. Historically Siemens has been focused on ports and selling what connects to those ports (primarily phones). Under the Unify brand, they will be focusing on people, not ports. Customers are putting more value on the applications and their usage, and Unify is listening to its customers by creating the applications customers want. This is where Unify is going, effectively becoming a trusted advisor and counselor to its customers.

My Point of View

From a technological standpoint, Ansible looks outstanding. That being said, Siemens has long been a thought leader with respect to integrated communications and collaboration capabilities. For example, OpenScape was way ahead of its time (I mean the OpenScape UC client), and I actually think it is the top UC client on the market. Nevertheless, it seems like the market has not recognized Siemens’ integrated communications and collaboration achievements through buying its UC solutions in large numbers. How will Ansible be different? I know the analyst presentation Siemens used for presenting Ansible said that a lot of market research has been done with respect to Ansible’s capabilities and that is why Siemens has launched the project.

But, why will this make a difference to the market? What Siemens/Unify has not articulated in my mind is a good explanation of the go-to-market strategy along with what will be different with the Ansible go-to-market play versus earlier efforts promoting some great Siemens technology that frankly didn’t get bought. As I have thought about Ansible, it also seems to me that only a small fraction of the enterprise market will be able to take advantage of the integrated capabilities Ansible will provide (integrated communications, social, collaboration, etc.). So will the sales be sufficient to justify the initial and continued development.

I have asked Siemens/Unify how many of its existing customers have committed to buy Ansible once it comes out and whether there were any firm commitments. I asked this because Siemens’/Unify’s customer base is a friendly group of prospects for this product, and if they do not buy, then I don’t see how Ansible will nudge the broader communications market where it will have to compete in an unfriendly, highly competitive enterprise communications market share slugfest.


Another question I’ve had for Siemens/Unify is whether Ansible could be spun off to become its own entity. One of the issues with OpenScape UC client is that even though it *could* work with other PBX environments, it was and is tightly linked, at least from a sales perspective, to the Siemens PBXs. Anisble has this same heritage, and even though it is supposed to work with other PBXs, will the legacy Siemens/Unify legacy bog it down like it did OpenScape? If Ansible was spun off into another entity then it could compete independently of the Siemens/Unify PBX.

With respect to the branding change to Unify, the company needs to articulate why a rebranding exercise and vision/strategy change will help it increase sales and gain market share. Just changing the name is interesting but has little market value.

I think back to the recent RIM/Blackberry rebranding, and it didn’t make any difference to Blackberry’s fortunes, the company is still in free fall. I’m not suggesting that Siemens/Unify is in free fall, I’m simply stating that a branding change only makes sense if the branding change plus the vision change will cause the company’s products and services to address real market needs. RIM’s branding change to Blackberry clearly did not. Unify needs to better articulate why it is poised for success. The rah rah of the branding change is now over, and Unify needs to prove that the changes it is making will result in more sales.

So time will tell if Unify and Ansible really are the way of the future in the enterprise communications and collaboration market. One thing I do credit Siemens/Unify management with is the courage to try to do something really unique and different rather than just plodding along like some of its competitors are doing.

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What to Expect at Connected Enterprise: Interviews with Market Makers

What to Expect at Connected Enterprise: Interviews with Market Makers

Just 14 days left until Connected Enterprise (#CCE2013). Here with installment 2 of "What to Expect at Connected Enterprise". Today I'm featuring Connected Enterprise's one-on-one interviews with market makers. These interviews are a feature that makes Connected Enterprise unique in the enterprise technology conference circuit. At no other conference will you see such candid interviews. Constellation's Chairman and Founder, R "Ray" Wang asks the tough questions of visionaries in these snappy no holds barred interviews. 

On the schedule this year: 

Watch the one-on-one interview with Aaron Levie, CEO & Co-founder, Box, at Connected Enterprise 2012.

In this interview Levie discusses where he sees the most innovation in Silicon Valley, securing early rounds of funding for Box, and how Box maintains agility. 

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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SuccessFactors shows a lot of progress and promise - but ...

SuccessFactors shows a lot of progress and promise - but ...

On the tail end of the HR Tech conference, SAP smartly organized the SuccessFactors user conference - also in Las Vegas, just up the strip at the Venetian. And it was a good and well attended event. 

Similar to other SaaS vendor user conferences there was an inert positive dynamic to a user conference that grows by 15-30% every year, with more attendees, exhibitors, partners, product functionality etc.

 

This was the 2nd SuccessFactors user conference since the December 2011 acquisition by SAP, and the first one since the departure of founder and former CEO Lars Dalgaard. So not surprisingly it was key for SAP to make sure that consistency is ensured, investment continues, all the products are well and that the SAP muscle behind SuccessFactors makes the company even better than before.

Combine that with the need to not only show the investment commitment but also the necessity to remain a nimble and agile SaaS player that cares for its customers, and you had the agenda behind the keynote presentation of SuccessFactors president Shawn Price. And Price delivered exactly along these objectives in a well received keynote. Chatting randomly with attendees afterwards the messages were well received and dispelled the usual concerns that are seen around acquisitions of that size in the industry.

The key announcements were the new capability of a payroll workbench and an integrated help desk functionality, that re-uses the CRM Help desk offering. And while that is a great re-use of functionality in a suite - it will merit some close attention to the needed extensions for an internal employee helpdesk. Both new capabilities will be available in 2014.

On the hard factors side it was impressive to learn that SuccessFactors now has 23 millions users, 3700 customers, is running in 177 countries and supports 35 languages. 

The second day featured Dmitri Krakovsky's product keynote - and it was equally well delivered and received. It was encouraging to see a head of product performing all the demos by himself  and knowing the product pretty much inside and out, demoing it with ease. It became also clear that SuccessFactors is working hard to get information out of the system presented in an appealing and easy to consume way - as the headline product demonstrates. And the company is certainly up to something - as the feature turned out to be popular with the attendees - from an industry veteran standpoint I would like to see it proven in daily life - a few months into a live implementation. 

What impressed me was the strength of the customer statements - similar like at other SaaS vendor user conferences - it looks like the move to SaaS creates a higher level of business user commitment towards the software provider than the old on premise model ever did before. And when thought through - not so much of a surprise - as the business side needs to often justify the move with other corporate functions and IT - and likewise is kept busy with regular updates - so SaaS purchasing, implementing and using buyers are more involved with their software vendor than enterprise software users have ever been before. Very few software vendors can e.g. show in person reference statements from traditional arch enemies like Coca-Cola Corp and Pepsi Co. - SuccessFactors was able to. 

 

First impression of SuccessFactors Talent

This was the first opportunity for us to sit down and see a demo of the SuccessFactors product - more or less realistically on the showfloor - with attendees driving the questions and direction of the demos. And our impression is that it is, what it was supposed to be - a pretty complete talent management suite. What surprised me  most, how relatively easy it was to setup single talent functions e.g. performance management and succession - and comparing that with the high level knowledge I have of the SAP HCM talent modules. With the latter I certainly would not even think trying to do a setup myself - just do not know enough about it - with the SuccessFactors product it was just itching the fingers... (no worries SuccessFactors partners - no ambitions here). 

The product also looks well integrated in comparison to two years ago when I saw it last from a SAP partners perspective at different industry shows. The clearly diverse user interface paradigms from the different acquisitions that SuccessFactors had done, are a thing of the past. Though personally I would like to see the company drive the user interface harmonization even a level more strict - at the end of the day consistency helps user interaction success - and the last few percent can move the needs quiet a lot here.

 

EmployeeCentral

This product was certainly the star of the show. Not surprisingly since both existing longer term SuccessFactors customers want to use it and need it - the reader may remember that SuccessFactors created EmployeeCentral before the SAP acquisition to form the new backbone for its products - and its equally of appeal to SAP HCM customers who are considering moving to the cloud.

And the product has made significant progress not only in geographical reach and functionality - but also from a technology perspective - exposing its meta data framework to customers, who now can (surprise, surprise) use the HANA cloud integration to build customizations as well as integration with other systems. Given the recent additions of customization capabilities in the market, a smart and necessary move. 

It was also very good to see that the product direction of EmployeeCentral is not to rebuild the SAP HCM functionality with all its bells and whistles, thus avoiding complexity and challenges that have come along implementing such a powerful, but consequently complex product family. Likewise (and for now) there seems to be no interest to solve the need for the (complex) US benefits automation - which is left to partners. The same is the answer for complex time requirements - where the partners are Kronos and Workforce. And againthe same answer for BPO - where the partners are ADP and NorthgateArinso 

For the BPO space I am willing to believe that the partner way will remain the SAP way - as for the benefits and time management pieces - only future will tell. We will be attentive observers if SAP will remain as firm in regards of direction when either the roadmap of EmployeeCentral is coming to a foreseeable maturation and / or on premise customers who want to move to the cloud will not only ask SAP - but all SaaS vendors - to provide complex time capabilities as part of an integrated suite. But for now the focused less is more perspective merits respect and applause.

 

Going forward

SuccessFactors will stick to the four yearly release cycle - and customers seem to be relatively happy with this cadence. It seems like the SuccessFactor release have proven to be quite digestible to the customer base, our informal conversations with attendees certainly pointed in that direction.

Moreover, it will be interesting to see how many large implementations SuccessFactors has secured (Pepsi Co anyone) and they probably will put the product direction and resources under duress. We certainly wish that this will not be the case - but we have seen too many product road maps getting hijacked by large and strategic customers. SAP will have to play it smart here, which the organization certainly has the capability to do.

The acid test to that questions is - where would SuccessFactors be with EmployeeCentral - had it remained a stand alone company. And one does not have to be wise man to foretell that SAP's funds and expertise have moved the EmployeeCentral product further along than a standalone SuccessFactors entity could have. But now SuccessFactors needs to balance out the needs of the talent management products vs the integration need and demand for EmployeeCentral. How fast e.g. the talent management products will uptake the meta data framework, and with that receive the ability to be customized, shed the old XML approach and use OData - will be an interesting milestone to watch.

 

MyPOV

One of the better user conferences we have attended, with energized products and excited customers. SAP will have to  let SuccessFactors do what they do best, built HCM SaaS products - and equally SuccessFactors needs to deliver not only on a modern core HR product with EmployeeCentral but equally a compelling and well integrated talent management suite with leading - or at least good enough - functionality. Start with the user interface. 

You can find a collection of the tweet stream here

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Rimini Street Issues Tax Release

Rimini Street Issues Tax Release

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Rimini Street, a third-party maintenance and support provider for enterprise software including Oracle Siebel, has released its Tax, Legal and Regulatory  2013-E update to help keep its clients in compliance with changes in tax legislation.

Rimini Street’s updates provides clients with significant new tax, legal and regulatory changes required for the U.S. and Canada, as well as Australia, Brazil, Germany, Mexico, Portugal, Singapore and the UK. 

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What to Expect at Connected Enterprise: Mind-Expanding Keynotes

What to Expect at Connected Enterprise: Mind-Expanding Keynotes

The countdown has begun. We're just 15 days away from Constellation's Connected Enterprise -- THE innovation summit for the enterprise -- and we can't wait! Over the next 15 days I'll be highlighting experiences you can expect at this year's Connected Enterprise (#CCE2013). 

Continuing the Connected Enterprise tradition, the conference will feature mind-expanding keynotes from thought leaders who specialize in the analysis of the intersection between society and technology. Translation: keynotes that divulge our future. Keynotes that explore true disruption in action.

The visionaries delivering keynote addresses this year include Jane McGonigal, Chief Creative Officer of SuperBetter Labs and Chris Meyer, Founder of Monitor Talent.

Jane McGonigalJane McGonigal, famous for, amongst other things, her 2012 TED Talk, "The game that can add 10 years to your life", specializes in games that challenge players to tackle real-world problems, such as poverty, hunger, and climate change, through planetary-scale collaboration. She will be address the audience about the future of human interaction in a speech titled "Beyond Gamificaton: The Future of Engagement".

Chris MeyerChris Meyer will discuss the changing dynamics of capitalism. The capitalism of today looks very different from the Adam Smith-style capitalism of 1776. As emerging economies gain power and mature, will they adopt the practices of the old guard? Or will they make their own way, and create the next prevailing version of capitalism?

 

Let's take a peek at one of the keynotes from last year's Connected Enterprise.

The clip below is Linda Rottenberg's keynote speech from Connected Enterprise 2012 where she explains how technology enables the discovery of the world's next innovators and leaders --no matter how remote their origin. 

Linda Rottenberg on Leadership 3.0

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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MotoCorsa Portland Show Us How to Sell Ducatis

MotoCorsa Portland Show Us How to Sell Ducatis

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When I sold my last motorbike, I almost cried as its new owner rode into the cold, afternoon sun. Ever since I started riding as a teenager, I had dreamed of owning a Ducati – and here I was, many years on, relinquishing my much-loved Ducati Monster. But once you have owned one Ducati, it’s in your blood.

As a result, I am constantly on the look out for my next (future) bike. Now, this may never eventuate – but most men live under the constant and unyielding delusion that hope springs eternal, and that the old man staring at them in the mirror is some alien imposter. Old Spice got it right – in our mind’s eye, we all look like Isaiah Mustafa. And in my mind, Ducati is the bike that brings that imaginary world to life.

But the marketing of motorcycles is a relatively unadventurous sport. It largely revolves around the big philosophic binaries – sex and death. On the one hand, we know that motorcycling is dangerous, but the experience pushes us closer to the edge of some other form of being. It’s that futurist convergence of man and machine and all the libidinous energy that it can muster. It creates a gravitational pull that draws us in. And motorcycle advertisers play this for all it is worth.

The end result is that what was once James Dean-level thrilling, is now formulaic, with as little as three key narratives played out over and over across any and all brands:

  • The outlaw: you may be have an honest, humble day job, but the moment you throw your leg over your bike, you’ve left that world behind. It’s you, your bike and the open road. And the only thing between you and the future is the aura of danger that emanates from every pore
  • The master blaster: they say that speed kills, but that’s only for novices. What a bike needs is a master – a MotoGP pilot – and under your firm hand, it’s all under control
  • The rear view mirror: motorcycles were part of your youth. But there’s part of your soul that has never changed. And you can recapture that spirit of adventure – in a modern, more comfortable way. [Side note: I’m selling myself in on this narrative alone.]

The visuals for each of these narratives similarly run to a formula. Edgy typography. Short copy. Aggressive, angled photography laced with scantily clad women.

As a result, there is very little that catches my attention. Sure there may be different bikes, different angles – and even different girls. But we’ve seen it all before.

Or have we.

In support of the release of the new Ducati 1199 Panigale, Portland-based Ducati dealer, MotoCorsa decided to mix it up. They started out with the standard girl-on-a-bike. But then they followed it up with another series. This time, the model, Kylie Shea Lewallen, was gone. And in her place was a series of MotoCorsa workshop blokes, striking the same poses with the same great motorbikes.

Brilliant. Fun. And just check out the calves on the guy in heels. Check out the full photoshoot comparison at ashphaltandrubber.com – but be warned, there can be some things that cannot be unseen.

MotoCorsa-seDUCATIve-MANigale-photo-comparison-01

MotoCorsa-seDUCATIve-MANigale-photo-comparison-02

MotoCorsa-seDUCATIve-MANigale-photo-comparison-03

 

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In the Customer Centric Organisation, Should the CFO Report to the CMO?

In the Customer Centric Organisation, Should the CFO Report to the CMO?

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It is very difficult to spend a day without finding new research from HBR, McKinsey, IBM IBV and a myriad of other sources reinforcing the changing role of the CMO (and most other C-Suite Colleagues) and the need for organisations to evolve rapidly to genuinely become a customer centric and customer engaged organisation. This shift has many proud parents, including analytics and Big Data, social media, brand shifting,  the rise of the Middle Class in emerging markets amongst many factors.

If companies and government entities are to embrace this, and approach the full potential, radical change is critical. Of course the required challenge to orthodox behaviour will be both transformative and uncomfortable to existing ways of managing.

One of the most important ways in which orthodoxy is going to be disrupted is the organisational structure. Simply capioIT asks the question

Should the CFO Report to the CMO?

If the customer is truly the fulcrum of the future organisation, then it is an imperative that the role “owning” the customer engagement has the direct and strongest ear of the CEO alongside the customer. Currently for the overwhelming number of organisations the CFO sits closest to the CEO.

This must change and customer engagement has to lead the organisational process not the financial or administrative functions (This is not an attempt to diminish the importance of this capability). The benefits, at least in practice, allow for much deeper alignment of long term goals, as (I admit generalising), strategic marketing is largely less caught up in the quarterly reporting cycle that has, and continues to, cripple so many organisations.

Up front it would need to be acknowledged that one of the traditional criticisms of marketing by CEO’s, CFO’s and other organisational roles is that it is not metric or ROI driven. In the 1990’s when I was first involved in marketing organisations, that was a fair opinion. The core metric was usually what time did lunch finish on a Friday.  

In 2013, and beyond the wealth of customer data on everything from customer satisfaction, online engagement, social media etc. results in an environment where metrics, data and insight are in fact overwhelming for the average C-suite resident, including marketing.

From an industry perspective, whilst the consumer driven industries, (Retail, FMCG, Online) are the most obvious candidates, the customer of the Natural Resources, manufacturing or logistics firm is still the central pivot for the organisation. The idea of customer engagement and customer centricity applies across every organisation that has a customer in every market.

This transition of the organisation to a customer centric firm will be disruptive for a very large number of firms. Part of the disruption has to be to change the core and traditional structure of the organisation itself. Doing this early allows for innovators to align to the customer ahead of the competition, and assuming execution at, or near potential, increased financial performance.

I am interested to see if there are any organisations that have taken this approach, let me know if you work, or have worked in an environment whereby Marketing is ahead of Finance in the organisational hierarchy. If we are serious about becoming a customer centric organisation then this is a strong position from which the transition must start.

If you require further information, please contact Phil Hassey,  Founder capioIT. capioIT is an advisory firm focused on helping organisations to understand emerging technology in emerging markets. Phil may be contacted by email or phone below,

 [email protected]

+61 (0) 422 231 793


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Disruptive Technology Companies: Speridian

Disruptive Technology Companies: Speridian

Speridian-660x330

Three large health plans have gone live with on Oracle Siebel thorough a software-as-a-service SaaS company called benefitalign Benefitalign provides on-line health insurance market connecting more than a million consumers to health insurance plans. Three of its major customers include

  • AvMed Health Plans with 300,000 members in Florida; 
  • Optima Health, with 450,000 members in Virginia;
  • University of Arizona's Health Plans (UAHP) with 150,000 members.

Benefitalign, is a wholly-owned subsidiary of Speridian Technologies, a consulting firm specializing in Oracle Siebel.

"Our solution was developed at the right time, with the win-win of member-relations and cost-savings in mind," said Girish Panicker, Chairman and CEO of Speridian Technologies. 

Panicker, a native of India who grew up in Mumbai, has lived in the United States for many years and is now a U.S. citizen. Speridian has offices in Washington, DC, Albuquerque, NM and Irvine, CA in the United States and in India and Dubai.

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Coming Soon to a Google Ad -> You

Coming Soon to a Google Ad -> You

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A couple of years back, Facebook changed their terms of service that allowed your images to start appearing in contextual advertisements offered across the social network. More recently, they announced plans to remove a feature that allows people to prevent their names being found in search results. This means that those using Facebook can now be found by strangers (or by past friends, lovers, enemies) simply by using Facebook’s internal search tool.

Facebook explained that this feature was only being used by a small percentage of people. However, it’s a part of what seems to be an ongoing test-and-learn experiment about how much private information its 1.1 billion users are willing to share. Earlier this year, Facebook’s Graph Search revealed just how big “big data” can be – with over 500 terabytes of new data being produced each day. And based on their recent earnings announcements, that big data/privacy play is paying off – with revenue up 53% over the previous year.

And now, Google are following a similar path, tapping into all your reviews, recommendations and endorsements in their search results and advertisements. You probably noticed that Google provided a top of screen notification about changes to their terms of service a couple of days ago. If you waved it away without investigating, here is the section most relevant to you:

We want to give you – and your friends and connections – the most useful information. Recommendations from people you know can really help. So your friends, family and others may see your Profile name and photo, and content like the reviews you share or the ads you +1’d. This only happens when you take an action (things like +1’ing, commenting or following) – and the only people who see it are the people you’ve chosen to share that content with.

This new policy that comes into effect on 11 November 2013 will show shared endorsements on Google sites and on more than two million sites that use the Google display advertising network. What will this look like? In the sample image below from the Google Support blog, your friend’s recommendations/ratings appear in Google places, search results and ads.

 

 

 

You can, however, opt out of this system, but there is a catch – you need to have a Google+ account.

Simply follow THIS LINK to Google Endorsements and uncheck the box and click the Save button.

This may well give Google+ membership a much needed shot in the arm. Or it may just increase the cynicism of the internet using public. But if the lessons from Facebook’s privacy test-and-learn approach is anything to go by, it will slip by largely unheeded and little understood – with Google claiming the benefits of your personal recommendations.

 

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