tag:blogger.com,1999:blog-16907650.comments2023-10-23T08:51:50.686-07:00Strategy-Driven ExecutionNenshad Bardoliwallahttp://www.blogger.com/profile/14253061134385821014noreply@blogger.comBlogger50125tag:blogger.com,1999:blog-16907650.post-27730032113437255632010-02-03T00:20:37.816-08:002010-02-03T00:20:37.816-08:00Hi NENSHAD,
We have already being pioneering the ...Hi NENSHAD,<br /><br />We have already being pioneering the use of activity based costing with regard to application performance management, capacity planning and related It management domains.<br /><br />http://www.jinspired.com/products/jxinsight/meteringthecloud.html<br /><br />We delivered this in early 2008 and still waiting for the cloud platform vendors and cloud service vendors to arrive at the party.<br /><br />http://williamlouth.wordpress.com/category/cloud-computing/<br /><br />Kind regards,<br /><br />WilliamAnonymousnoreply@blogger.comtag:blogger.com,1999:blog-16907650.post-72547244578753416512010-01-19T11:22:25.389-08:002010-01-19T11:22:25.389-08:00The attribution of R is wrong. R itself was and is...The attribution of R is wrong. R itself was and is being developed by the R Core Development Team (plus many contributors) and the primary distribution is from their web site (which you can find by searching for the single letter R in google).Gaborhttps://www.blogger.com/profile/11757402795312667103noreply@blogger.comtag:blogger.com,1999:blog-16907650.post-44253205826118854562010-01-07T12:19:24.626-08:002010-01-07T12:19:24.626-08:005 stars!!!5 stars!!!Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-16907650.post-32859144451154330932010-01-07T05:38:01.376-08:002010-01-07T05:38:01.376-08:00Nenshad,
Most commentaries I read about on this s...Nenshad, <br />Most commentaries I read about on this subject seem to consistently miss an imporatant business element in the grand picture of business intelligence. My perspective is from the asset intensive companies such as refiners, chemical companies, pharmaceutical manufacturers, and power & energy producers. In those businesses, there is nothing to analyze if the pumps aren't spinning or the gears aren't turning. Availability, utilization, and performance metrics of PRODUCTION assets are rarely, if ever, considered in the tapestry of performance management and risk analysis. <br /><br />So, if you're a big oil company, and one of your refineries has expereienced a mechanical failure that has cost your business three million barrels of production, what kinds of business analytics could have been put in place to prevent that mechanical failure from occurring?<br /><br />Or, if you're running a coal-fired power plant, and you've lost seven days of power generation, not only do you lost the revenue from the lost generation, you need to BUY power to meet your commitment. You've lost a few million in revenue and incurred a few million more in cost. Why? Because a forced air fan had dirty oil and the journal bearing failed because of it. What part of the business intelligence tapestry does production equipment (plant) availability occupy?<br /><br />Production equipment is the basic limiting factor. You could comb over all of the BI you have until you have analysis paralysis but its the production machinery that makes the product that brings in the revenue. Might not be sexy, but its pretty basic economics.<br /><br />Makes me think of Apollo 13...<br /><br />(Apollo 13)<br />"Power is everything"<br />"What do you mean?"<br />"Without it they don't talk to us; they don't correct their trajectory; they don't turn the heat shield around. We gotta turn everything off"<br />"What do you mean 'everything'?"<br />"With everything on the LEM draws 60 amps. At that rate, in 16 hours, the batteries are dead. We gotta get them down to 12 amps"<br />"Twelve amps! How many? You can't run a vacuum cleaner on 12 amps, John!"Marc Laplantehttp://www.meridium.com/noreply@blogger.comtag:blogger.com,1999:blog-16907650.post-61483500236836138792009-12-02T22:02:37.506-08:002009-12-02T22:02:37.506-08:00I think that we're entering a very exciting ti...I think that we're entering a very exciting time in computer-aided decision support, particularly in the areas of open source sollutions in all areas of data management and analytics, and the explosion of innovation in database management systems.<br /><br />We've been working with F/LOSS BI/DW related software since projects started popping up at the beginning of this decade, such as Jetstream (now defunct) for ETL and Mondrian for OLAP. In 2005, the VCs took notice, and companies such as Pentaho and Jaspersoft took off. EIIspa in Italy took notice as well and added F/LOSS BI tools to their Spago framework, which has continued to spin-off solutions to become Spagoworld. We currently list over 60 open source projects related to data warehousing, reporting, OLAP, ETL, data services, and related areas.<br /><br />One thing that has truly amazed me this year, is that decades after Codd's famous paper outlining relational algebra, and Oracle's implementation of RDBMS, we are seeing wondrous new developments from over 45 vendors extending the power of the RDBMS into in-database analytics, real-time analysis, predictives and more.<br /><br />In 1979, my first Bayesian algorithms were transformed into FORTRAN programs. Using tools like DynamoDB/LucidDB, Mondrian, SQLStream and R, I'm still doing Bayesian inference and prediction, but in splendid new ways.<br /><br />The next decade is going to be fascinating.<br /><br />See you on Twitter<br />- @JAdPjoseph A. di Paolantoniohttp://press.teleinteractive.net/index.php/tiapress?author=4noreply@blogger.comtag:blogger.com,1999:blog-16907650.post-81320355304844991652009-12-02T16:12:38.329-08:002009-12-02T16:12:38.329-08:00Nenshad, wonderful and thought provoking piece.
I...Nenshad, wonderful and thought provoking piece.<br /><br />I agree with you on all counts but please allow me to retort (hats off to Samuel L Jackson for that line)<br /><br />http://www.youtube.com/watch?v=4DL1yfQFa4o<br /><br />1. Packaged Strategy Driven Execution:<br />The people deploying this will need to be careful as driving this inappropriately will be like waves crashing against rock. The waves will win eventually, but initially they will smash into serious resistance unless handled correctly.<br /><br />Milind Govinkar said it well at the Gartner conference, Metrics make people to good thing and bad things.<br /><br />In addition when the "wave" of strategy driven execution hits the "rock" of Enterprise IT, a lot of garbage will be (thankfully) washed away, but there will be a lot of reckoning as to how this impacts IT implementation and execution.<br /><br />don't get me wrong, the Shift report from Deloitte makes it clear that (with a 75% decline in Return on Asset since 1965) US Public companies are filled with dead wood that deservedly needs to be washed to sea. But it will be undoubtedly interesting to see the proverbial irresistable force of business hitting the immovable object of IT.<br /><br />You can argue that deep evolution of business and continuous improvement has a critical path that lies outside of Enterprise IT. But I don't think it will, and if it does it will rapidly commoditize.<br /><br />I agree with the rest but want to comment on number 7. I dont think you go nearly far enough with visualization, citing what I consider to be some fairly traditional approaches. We are at the early days of exploiting inbuilt pattern recognition abilities of the human nervous system for decision systems and radically new user interfaces will spring up, particularly as technology transfers from gaming, energy exploration and military applications.Miko Matsumurahttp://soacenter.comnoreply@blogger.comtag:blogger.com,1999:blog-16907650.post-44331613841652754552009-12-02T10:07:37.460-08:002009-12-02T10:07:37.460-08:00Nenshad;
Plenty substance here to ponder on.
I ...Nenshad;<br /><br />Plenty substance here to ponder on. <br /><br />I see #3 having the most influencial and pragmatic over all the trends and has the most momentum going into 2010 and beyond. <br /><br />SaaS/BI will be under the scope in terms of #3 in how each vendor differentiates thenselves from the traditional on-premise vendors. Capabilities in these solutions will be designed to service the masses; amd success will be measured at breaking the 25% barrier?<br /><br />As #6 and the big data and alternative data management continues to grow; I see that having an impact on how the providers of #9 respond and grow their offerings. The data governance/data integration solutions will need to respond to the semantic requirements and the ability to handle these big data volumes.<br /><br />As the clouds start to part and the blue sky appears; the big data trend will converge at some point with the SaaS BI offering as a usable presentation layer is required. I see this building over time most likely beyond 2010.Ryan Prociukhttp://twitter.com/ryanprociuknoreply@blogger.comtag:blogger.com,1999:blog-16907650.post-83796607775359211192009-12-02T07:38:26.032-08:002009-12-02T07:38:26.032-08:00How do you see the market developing products/serv...How do you see the market developing products/services for information security risk; an area of IT that has no clear metrics or system of measurement.Khürt Williamshttps://www.blogger.com/profile/04453372345745661802noreply@blogger.comtag:blogger.com,1999:blog-16907650.post-29421867899928623512009-12-02T00:51:56.852-08:002009-12-02T00:51:56.852-08:00Nenshad,
Very detailed and great post.
I wrote a...Nenshad,<br /><br />Very detailed and great post.<br /><br />I wrote a one-sentence summary of your #6 in my sneak peek of issues to worry about now. I concur massively with you.<br /><br />I am concerned no the politics involved in #4, agree that is necessary -- but this may be another time when reality hits planning with a clue-by-four and stops it dead on its tracks. time will tell.<br /><br />I am going to politely say that my most sincere hope is that #9 is truly going to happen, but we will need lots of discussion on that before I can concur in actually happening. Then again, if the semantic web does start next year, then we have a much easier discussion. I think that this is a 10-12 year issue, not a one-year issue -- but I most sincerely would love to see some advances in 2010. This is not a time will tell, rather an enlightenment-will-tell story. If organizations and people get it, then we will see some movement. Hoping for it...<br /><br />#10 makes me smile. yeah, i agree on that (if you want to add access, then you have the whole "BI + Analytics Suite from MSFT" cornered).<br /><br />Nice summary, lots of big important stuff in here -- is this just 2010 or 2010 through 2015?Esteban Kolskyhttp://www.estebankolsky.comnoreply@blogger.comtag:blogger.com,1999:blog-16907650.post-5170913895702088792009-12-01T11:59:01.035-08:002009-12-01T11:59:01.035-08:00Hi Nenshad,
While I agree with most of these for l...Hi Nenshad,<br />While I agree with most of these for large organizations and the upper end of the mid-market, I think its a different story for midsized companies and small businesses.<br /><br />Just a couple of examples.<br />2) Predictive, real time - SMBs don't have the skill sets or money to hire consultants to build predictive models. <br /><br />The same goes for CEP.<br />Who is going to build the event model?<br />Who is going to build the semantic layer - controlled vocabulary, taxonomy, ontology?<br />Who is going to build the business rules that map the thousands of events going across an enterprise bus to the semantic layer?<br /><br />Its just way to much for a SMB, which is why the early adopters have been large financial institutions doing algorithmic trading and governments do security related applications.<br /><br />Until vendors build solutions that solve industry specific needs I just don't see much uptake in SMB.<br /><br />4) Performance, Risk and Compliance Unification<br />Many SMBs are just trying to get a handle on data access, reporting and analysis. <br />Siloed purchasing of budgeting and planning apps by business users is still occuring. <br />And while regulatory requirements are driving adoption of software like Access Controls, SMBs see risk management as some big, nebulous vision that beyond there resources. <br />In addition SMBs in general don't have an overarching plan or framework for BI, EPM, and GRC.<br /><br />8) Open Source<br />The primary inhibitor to BI adoption in SMB is lack of technical resources. While open source lowers license and maintenance cost you still need an IT resource to install, configure, develop reports, administer, etc.<br /><br />And lets be honest. Pentaho and JasperSoft tout the number of downloads but they don't really know how many people are actively using the products. In my opinion the sweet spot for open source BI has been with consulting firms using it to increase their margins.<br /><br />Don't get me wrong, I definitely believe there is a place for open source and that there is bottom up adoption.<br />But are they making a significant impact in regards to market share? Absolutely not.<br />They are probably around $10 million in revenue a year in a $6.2 billion dollar market in 2008. <br /><br /><br />The things I think will be hot for SMBs<br />SaaS BI - The next generation from SAP BusinessObjects provides a single interface to explore, monitor and share information.<br />https://create.ondemand.com<br /><br />Visualization - Although I would not put QlikTech in the same category as Tableau and Spotfire. Maybe I have not worked with QlikTech enough but I found it to be more of a dashboard building tool like Xcelsius, than a ad-hoc visualization tool like Tableau, Spotfire or SAP Business Objects Explorer<br /><br />In memory analytics - Most people seem to focus on the fact that you can scan through millions of records in a very short period of time. But for SMBs I think the value is in the flexibility of analysis. You don't have to have IT prebuild data models, you can use any element as a fact or dimension on the fly. This in my opinion is the real strength of QlikTech<br /><br />Excel - The research I have seen recently estimates 45% of SMBs still use Excel as their primary BI tool. Lets face it we will probably always have the love hate relationship with Excel.<br /><br />Automated Data Discovery - Maybe this would be included in your number 6 or 9, as some of the functionality is available in data profiling and cleansing tools. But some is not for example there are vendors who's software can scan laptops, network drives, SharePoint, document management systems to discover all the spreadsheets in a company, and capture information about data, calculations, links, references etc.<br /><br />Well I guess I have said enough for now.<br />Best Regards,<br />Dan EverettAnonymousnoreply@blogger.comtag:blogger.com,1999:blog-16907650.post-10777974232894294312009-12-01T09:17:43.530-08:002009-12-01T09:17:43.530-08:00Nenshad,
Maybe due to my past in predictive analy...Nenshad,<br /><br />Maybe due to my past in predictive analytics, I find market predictions to be fundamentally flawed. I'd like to see a confidence level associated with each of these. I'd also like to see an analysis of past years' predictions to understand the likelihood that they come true. <br /><br />BTW, for several years now, I've tracked BI and PM market predictions. There's rarely much commonality: http://alignment.wordpress.com/2009/01/26/predictions-for-2009/Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-16907650.post-24940352696960245982009-12-01T06:19:20.149-08:002009-12-01T06:19:20.149-08:00Good post, Nenshad. How do you envision #9 happeni...Good post, Nenshad. How do you envision #9 happening in the near future, though, since no vendor to my knowledge has even touched the subject of integrating metadata for structured data and unstructured content?Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-16907650.post-87797250128515069942009-11-24T22:52:28.609-08:002009-11-24T22:52:28.609-08:00Nenshad
You hit upon a very important benefit of ...Nenshad<br /><br />You hit upon a very important benefit of using SaaS. As we all know about the experience of using on-premise software, with 2 year release cycles and 1 - 2 year upgrade cycle, companies using on-premise systems are 2-4 years behind the latest, assuming they had budget to upgrade. In the meanwhile, a typical SaaS company would have 8-10 releases and the customers get to leverage the new capabilities instantly.<br /><br />Regarding your comment of moving into applications, if you look at the history of BI application market, only companies that sold software that captured the data have been able to sell add-on analytic applications successfully. Or they already sold a platform and then added apps. In the SaaS space, I only know of Adaptive Planning who has had reasonable success and now Host Analytics. I think although the market is ready for SaaS applications, it is extremely hard to capitalize a startup that focuses on SaaS and the application and can develop all features in the necessary time frame to be successful. Application customers demand a more complete set of functionality and because the target market is smaller, logistically ramping up sales and marketing is hard. It is possible to do this with initial rounds of funding of $20M+ and smart development. I think until the investment climate turns around it will be hard to put together a SaaS BI app company that is funded for success. <br /><br />--Ajay DawarAnonymousnoreply@blogger.comtag:blogger.com,1999:blog-16907650.post-25777126732347648542009-11-23T16:19:17.420-08:002009-11-23T16:19:17.420-08:00I particularly like that first graphic. I think i...I particularly like that first graphic. I think it's great for visualizing the planning cycles, and the difference between the executive planning group who design strategy and the management groups who produce the tactical responses.Geoffhttp://www.indicee.com/blognoreply@blogger.comtag:blogger.com,1999:blog-16907650.post-51052101366873412822009-11-12T09:40:57.803-08:002009-11-12T09:40:57.803-08:00Thank you Nenshad for sharing your thoughts. The t...Thank you Nenshad for sharing your thoughts. The three topics you outline from Driven to Perform seem to productively merge managerial processes in order to create unified approaches to overcome organizational challenges faced every day.<br /><br />Tate Ficker<br />XPC Facilitator<br />Palladium Group, Inc.Tatehttp://www.thepalladiumgroup.com/xpcnoreply@blogger.comtag:blogger.com,1999:blog-16907650.post-21971145676989104172009-11-11T09:57:30.047-08:002009-11-11T09:57:30.047-08:00There is a lot of white space in any enterprise. C...There is a lot of white space in any enterprise. Companies that know how to execute have figured out how to make the white space work instead of leaving gaping voids that put a drag on the company. But it’s hard to do because making the white space work involves the V-word (values). Companies with strong corporate values make the white space work because people know what to prioritize. Values drive business alignment; employees can apply their own judgment and get things done. But this is hard for the vast majority of companies to do. It relies on the leadership investing in things they don’t get. In a recent McKinsey poll, only 8% of executives rated values as “crucial”. Yet the Conference Board reports year after year that excellence in execution is the chief concern of executives worldwide. <br /><br />Best Buy is a great example of a company with strong values made stronger through enterprise 2.0. The big question is, can enterprise 2.0 emergent social software platforms “employee-source” some of the missing values and alignment for the remaining 92% of the rudderless companies out there? I think so, and pretty much every department or company that has done even a half decent job of implementing these tools has agreed. “Emergent social software platforms” are a watershed in enterprise collaboration and communication, and that translates to real dollars through better business execution - and that’s no crock.Meri Gruberhttp://www.competingonexecution.comnoreply@blogger.comtag:blogger.com,1999:blog-16907650.post-3706144922342762212009-11-11T00:07:42.440-08:002009-11-11T00:07:42.440-08:00Nenshad,
This is a very interesting post. Read i...Nenshad,<br /><br />This is a very interesting post. Read it a couple of times to make sure I got it. I think I understand the framework and how it applies to the many different processes and applications -- but what I am missing here (and it is probably me) how do you adapt the framework to handle end-to-end processes that span various of the subsystems in it -- and that can become very complicated with dependencies, etc. For example, if there is a storm in a place where they grow an agriculture product that is used to make a base, used to compound a food, that we then use in our production -- how do we measure / asses / manage that risk?<br /><br />These are the complex scenarios that I see more and more becoming part of performance management (at least being discussed) that essentially talks to the mega-trend of building and managing ecosystems of partners.<br /><br />As I said, probably me -- but it would be interesting to see the mashup of KPI and KRI to come up with a common model as the processes become more complex. Do you flex-use the framework? or write separate code to handle the integration of data from both organizations / both processes? how about when iti grows / changes the function... how do you handle the growing / shifting complexity?<br /><br />interesting conversation, just looking to expand it a little bit (or be told what a doofus i am - that does not matter.Esteban Kolskyhttp://www.estebankolsky.comnoreply@blogger.comtag:blogger.com,1999:blog-16907650.post-30678483808562284012009-11-09T10:44:54.330-08:002009-11-09T10:44:54.330-08:00This is a very well done analysis - but am afraid ...This is a very well done analysis - but am afraid that you are holding back at the conclusion part. Where you are not prepared to declare E2.0 a crock, and I am not either, you are giving it more time to prove itself and in the process validating its current standing as 'in process'. I am not sure I am so magnanimous. <br /> <br />I see a steel-iron giant with feet of mud.<br /> <br />Truth be told the present state of E2.0 is the fault of the very same people who are supposed to be propagating it. My perception at the conference was that (with large exceptions) these were IT people asking for permission from the business stakeholders to change things. They were trying to convince the rest of the organization that there is value here, that the tools work, and that the results are real. <br /> <br />In other words, not even sure they were convinced themselves - or not even sure if they had the results to make the case. Asking for permission in the enterprise is tantamount to not getting things done. Ever.<br /> <br />Look at the examples of those solutions that did make a difference and did make an impact (and still today continue to make one): ERP, CRM, KM (OK, debatable - but far from where we started) -- even CMS. They all took control and just set on a war-path to prove what they could do and changed the way we do business in the process. The "needs" that created them were not even close to the importance of E2.0 today.<br /> <br />By contrast, we are talking about Kumbaya collaboration that (as you well put it) simply fills in blanks but accomplished no greater progress to the enterprise.<br /> <br />I do believe that we are so very early on this process that we are all just not realizing what the changes will be. You will see the names E2.0, SM, S-anything begin to disappear in the next 2-3 years in favor of a "social business" (really don't like that name, but does a good job for now in describing what we are trying to build) model where all the tools are leveraged towards a better business model that does everything we are saying that E2.0 is supposed to do.<br /> <br />I know, I am ranting and babbling. Bottom Line: E1.4 is as good as we are right now, and as good as we should be considering the many working parts that we need to make work together, and we are going to see lots of changes in the next 2-3 years and beyond that are probably going to surpass what most people are thinking is going to happen.<br /> <br />After all, evolutions don't happen overnight - and in business they take even longer.<br /> <br />Thanks for the platform...<br /> <br />Thanks<br />EstebanEsteban Kolskyhttp://www.estebankolsky.com/noreply@blogger.comtag:blogger.com,1999:blog-16907650.post-84981262609134709572009-11-09T10:37:37.967-08:002009-11-09T10:37:37.967-08:00Nenshad,
It is apparent the current E2.0 dialogue...Nenshad,<br /><br />It is apparent the current E2.0 dialogue misses a critical element; the enterprise. As you said, that ridiculed set of processes and software that manage/consolidate the operation of a company or government. E2.0 will continue to languish until it acknowledges that which already exists. To that end I posit a few additions to the E2.0 dialogue:<br /><br />Enterprise 2.0 applications fall into three categories: Communication - Operation - Customer. E2.0 applications have to follow two rules: 1) Do no harm - to existing business or business systems. 2) Increase revenue or margin as the result of their use.<br /><br />E2.0 has been too narrow in its definition (social) and too ignorant to the realities of all enterprises today. E1.0 made the mistake of ignoring the first rule and never quite made any confident that the second rule was ever achieved. E2.0 applications exist, are being implemented, and are strictly obeying the first two rules. <br /><br />One such implementation we participated in delivered a 300% increase in productivity, accuracy improvements from 99.6% to 99.9996% and consumables reductions of 91% without touching a single line of code in the host; done in less than 3 weeks. There was not a single social application in the mix; instead addressing all three segments of the customers business (F100 Mfg). In the near term we will do our best to contribute to the definition of E2.0 solutions by demonstrating their value and use to commercial benefit.babblewarehttps://www.blogger.com/profile/15563705784584519760noreply@blogger.comtag:blogger.com,1999:blog-16907650.post-77700170645297256682009-11-06T07:16:05.545-08:002009-11-06T07:16:05.545-08:00Agree a lot of what you posted here. I also wrote...Agree a lot of what you posted here. I also wrote a fairly detailed response to Howlett http://bit.ly/j6xn7<br /><br />My response focused more on case studies and real world examples of business pain.Mark Fidelmanhttps://www.blogger.com/profile/03863471244080526996noreply@blogger.comtag:blogger.com,1999:blog-16907650.post-8984907232328052532009-11-06T03:05:05.267-08:002009-11-06T03:05:05.267-08:00For me, the key point here is that the "Enter...For me, the key point here is that the "Enterprise 2.0" discussion offers a variety of new ways of working that can be incorporated into the business world we already occupy. You are correct, I feel, in saying that E2.0 is not an evolution of E1.0 (and for me the very versioning itself is presumptious).<br /><br />The capabilities and behaviours that people refer to as E2.0 need to be woven into existing successful business practices to replace or support those that are not fully effective. It is therefore neither evolution or revolution. It is simply a toolkit that we can select from as appropriate to our needs and circumstances.<br /><br />Regards<br />The Enterprising Architect<br />http://theenterprisingarchitect.blogspot.comJon H Ayrehttps://www.blogger.com/profile/17709282554767311834noreply@blogger.comtag:blogger.com,1999:blog-16907650.post-32052851287306787192009-11-05T22:29:09.480-08:002009-11-05T22:29:09.480-08:00@Traveller - Your analogy of PivotLink's contr...@Traveller - Your analogy of PivotLink's contribution to the world of BI by comparing it to a vacuum cleaner and a new improved fan hits a personal nerve. <br /><br />In my household, I am responsible for very few things domestic (bless my wife) besides vacuuming and I can promise you the day hasn't arrived yet when I'll plop 5 bills down for a sucking motor with a ball no matter how cutesy it looks :) I've done quite well for years with the cheaper Sears models. These Dysons are nothing more than a classic mousetrap with a pretty dress and significant marketing behind them - let's keep our senses there. I doubt you meant to compare PL's approach to this :)<br /><br />But going back to BI, your question "Does a BI deployment need dimensions, star schema, facts, hierarchies?" leaves me a bit perplexed, especially as you refer to a "deployment" in this context. How do you guys at PivotLink envision BI and its deployment without these fundamentals? How about some concrete examples? It would surely be educational. Being iconoclastic is noble (IMHO) but where's the beef? :)Anonymoushttps://www.blogger.com/profile/17294311263645885655noreply@blogger.comtag:blogger.com,1999:blog-16907650.post-63237088099039380382009-11-05T20:43:57.510-08:002009-11-05T20:43:57.510-08:00My previous comment uses a somewhat skewed interpr...My previous comment uses a somewhat skewed interpretation of the word "emergent", but the point remains that the antecedent to the word appears to be the software, which I consider to be awkward regardless.<br /><br />But on to your main points--I define Enterprise here as an organization whose mission requires longevity and size<br /><br />http://www.soacenter.com/?p=197<br /><br />If we take longevity as a part of the definition of Enterprise, we need to consider the long-term success of so-called "Enterprise 2.0" software.<br /><br />Successful software becomes a deep and permanent part of the infrastructure of the Enterprise, sometimes referred to as "Legacy".<br /><br />If we can look back in 20, 30 or 40 years and see some of the software we are developing today in perpetual use, I think we can consider it to have been a success.mikohttps://www.blogger.com/profile/06104074479680832271noreply@blogger.comtag:blogger.com,1999:blog-16907650.post-31578256384047868092009-11-05T20:08:42.301-08:002009-11-05T20:08:42.301-08:00I find this definition that you cite of Enterprise...I find this definition that you cite of Enterprise 2.0 a bit awkward:<br /><br />Enterprise 2.0 is the use of emergent social software platforms within companies, or between companies and their partners or customers.<br /><br />The antecedent for emergent appears to be social software platforms, so it's easy to conclude that this definition is only valid during the time that such software "emerges". <br /><br />Another problematic aspect to this definition is the word "companies". This conflates the concept of a company with the Enterprise, when in fact I'm very deliberate to define Enterprise (as an organization whose mission requires size and longevity) in such a fashion so as to include Government organizations. In fact the "mission requires" definition actually embraces organizations that aspire to size and longevity but dont have them yet.<br /><br />The reason why I am choosing to pick on that definition is that it actually uses one of my favorite words from the #E2conf which is "emergent".<br /><br />I believe it should read in a way that disambiguates the use of the word and makes it clear that emergent refers to a property of the software in combination with its proper use.<br /><br />Since this comment is only about how Enterprise 2.0 is (poorly) defined, I'll reserve a comment for the rest of this well thought out piece in a follow on post.<br /><br />My 2 cents,<br />Mikomikohttps://www.blogger.com/profile/06104074479680832271noreply@blogger.comtag:blogger.com,1999:blog-16907650.post-1993288407854264642009-11-05T17:14:34.707-08:002009-11-05T17:14:34.707-08:00Nenshad
A very well described point of view. If I...Nenshad<br /><br />A very well described point of view. If I were to benchmark the BI industry's products against the simplicity of some of Google's products, Salesforce.com products and the iPhone platform then a lot of what you say makes a lot of sense. <br />Additionally a user experience that creates such a massive adoption is not a result of just UI alone but some serious rethinking of how things are architected under the covers. The mobile application space was fragmented with hundreds of vendors and a very complicated and proprietary stack that prevented adoption. Every company approached it more or less the same way - using synchronization. Apple rethought all of that and started from a clean slate.<br />BI needs a similar approach. We need to look at technologies and where they will be 3-5 years from now and seriously challenge ourselves. Does a BI deployment need dimensions, star schema, facts, hierarchies? If we were to start fresh how would things look like? What role can flash memory, Amazon EC2 like offerings, RESTful web services play? We at PivotLink (http://blog.pivotlink.com) are constantly thinking about these.<br />Check out this video by Sir James Dyson, who rethought the design of a vaccum cleaner and now a fan. A breakthrough design that is completely different from what has existed for hundreds of years - a fan with no blades. <br />http://www.fastcompany.tv/video/dyson-reinvents-fanTravelerhttps://www.blogger.com/profile/00801794133849669681noreply@blogger.com