Mark Smith's Analyst Perspectives

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Anyone reviewing the past two years of marketing around AI in the business technology industry can be forgiven for believing that we have arrived at the futuristic state Stanley Kubrick imagined. We have not.</span></p> </div> <a href="https://marksmith.isg-one.com/ai-in-business-hypocrisy-and-opportunity"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/data-science">Data Science</a>, <a href="https://marksmith.isg-one.com/topic/mobile">Mobile</a>, <a href="https://marksmith.isg-one.com/topic/customer-analytics">Customer Analytics</a>, <a href="https://marksmith.isg-one.com/topic/customer-engagement">Customer Engagement</a>, <a href="https://marksmith.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-one.com/topic/machine-learning">Machine Learning</a>, <a href="https://marksmith.isg-one.com/topic/mobile-technology">Mobile Technology</a>, <a href="https://marksmith.isg-one.com/topic/wearable-computing">Wearable Computing</a>, <a href="https://marksmith.isg-one.com/topic/business-intelligence-3">business intelligence</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/customer-service">Customer Service</a>, <a href="https://marksmith.isg-one.com/topic/data-governance">Data Governance</a>, <a href="https://marksmith.isg-one.com/topic/data-integration">Data Integration</a>, <a href="https://marksmith.isg-one.com/topic/data-preparation">Data Preparation</a>, <a href="https://marksmith.isg-one.com/topic/internet-of-things">Internet of Things</a>, <a href="https://marksmith.isg-one.com/topic/contact-center">Contact Center</a>, <a href="https://marksmith.isg-one.com/topic/information-optimization">Information Optimization</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-one.com/topic/machine-learning-and-cognitive-computing">Machine Learning and Cognitive Computing</a>, <a href="https://marksmith.isg-one.com/topic/cybersecurity">Cybersecurity</a>, <a href="https://marksmith.isg-one.com/topic/billing-and-recurring-revenue">Billing and Recurring Revenue</a>, <a href="https://marksmith.isg-one.com/topic/workforce-optimization">Workforce Optimization</a>, <a href="https://marksmith.isg-one.com/topic/collaboration-for-business">collaboration for business</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/gdpr-business-or-technology-vendors-ready-or-not">GDPR: Business or Technology Vendors Ready or Not?</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">11 May 2018 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg?width=200&name=AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg?width=100&name=AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg?width=200&name=AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg?width=300&name=AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg?width=400&name=AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg?width=500&name=AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg?width=600&name=AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>We are have arrived at the May 25, 2018 date when the European Union’s <span style="text-decoration: underline;"><a href="https://en.wikipedia.org/wiki/General_Data_Protection_Regulation">General Data Privacy Regulations (GDPR)</a></span> become enforceable, following what has been a two-year transition period. Companies were given this time to put in place reasonable measures and the systems necessary to support the legislation’s wide-ranging personal data privacy requirements, which apply to any organization with more than 250 employees that serves EU citizens. While this regulation will apply in the EU, it has...</span></p> </div> <a href="https://marksmith.isg-one.com/gdpr-business-or-technology-vendors-ready-or-not"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/data-science">Data Science</a>, <a href="https://marksmith.isg-one.com/topic/mobile">Mobile</a>, <a href="https://marksmith.isg-one.com/topic/sales">Sales</a>, <a href="https://marksmith.isg-one.com/topic/customer-analytics">Customer Analytics</a>, <a href="https://marksmith.isg-one.com/topic/customer-engagement">Customer Engagement</a>, <a href="https://marksmith.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-one.com/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/data-governance">Data Governance</a>, <a href="https://marksmith.isg-one.com/topic/data-integration">Data Integration</a>, <a href="https://marksmith.isg-one.com/topic/data-preparation">Data Preparation</a>, <a href="https://marksmith.isg-one.com/topic/internet-of-things">Internet of Things</a>, <a href="https://marksmith.isg-one.com/topic/contact-center">Contact Center</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-one.com/topic/digital-marketing">Digital Marketing</a>, <a href="https://marksmith.isg-one.com/topic/digital-commerce">Digital Commerce</a>, <a href="https://marksmith.isg-one.com/topic/cybersecurity">Cybersecurity</a>, <a href="https://marksmith.isg-one.com/topic/billing-and-recurring-revenue">Billing and Recurring Revenue</a>, <a href="https://marksmith.isg-one.com/topic/collaboration-for-business">collaboration for business</a>, <a href="https://marksmith.isg-one.com/topic/mobile-marketing">mobile marketing</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/beyond-digital-transformation-effective-technology-innovation-in-2018">Beyond Digital Transformation: Effective Technology Innovation in 2018</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">07 May 2018 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png?width=200&name=VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png?width=100&name=VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png?width=200&name=VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png?width=300&name=VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png?width=400&name=VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png?width=500&name=VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png?width=600&name=VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Advancing the potential of any business requires continuous improvement in the processes and technology that support it. Many companies have embraced attempts at a digital transformation, and it’s become a goal to which organizational resources and budgets have been dedicated around the globe.</span></p> </div> <a href="https://marksmith.isg-one.com/beyond-digital-transformation-effective-technology-innovation-in-2018"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/data-science">Data Science</a>, <a href="https://marksmith.isg-one.com/topic/mobile">Mobile</a>, <a href="https://marksmith.isg-one.com/topic/sales">Sales</a>, <a href="https://marksmith.isg-one.com/topic/customer-analytics">Customer Analytics</a>, <a href="https://marksmith.isg-one.com/topic/customer-engagement">Customer Engagement</a>, <a href="https://marksmith.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/machine-learning">Machine Learning</a>, <a href="https://marksmith.isg-one.com/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-one.com/topic/marketing-performance-management">Marketing Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/mobile-technology">Mobile Technology</a>, <a href="https://marksmith.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-one.com/topic/wearable-computing">Wearable Computing</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/customer-service">Customer Service</a>, <a href="https://marksmith.isg-one.com/topic/data-governance">Data Governance</a>, <a href="https://marksmith.isg-one.com/topic/data-integration">Data Integration</a>, <a href="https://marksmith.isg-one.com/topic/data-preparation">Data Preparation</a>, <a href="https://marksmith.isg-one.com/topic/internet-of-things">Internet of Things</a>, <a href="https://marksmith.isg-one.com/topic/contact-center">Contact Center</a>, <a href="https://marksmith.isg-one.com/topic/information-optimization">Information Optimization</a>, <a href="https://marksmith.isg-one.com/topic/product-information-management">Product Information Management</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-one.com/topic/digital-marketing">Digital Marketing</a>, <a href="https://marksmith.isg-one.com/topic/digital-commerce">Digital Commerce</a>, <a href="https://marksmith.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://marksmith.isg-one.com/topic/machine-learning-and-cognitive-computing">Machine Learning and Cognitive Computing</a>, <a href="https://marksmith.isg-one.com/topic/pricing-and-promotion-management">Pricing and Promotion Management</a>, <a href="https://marksmith.isg-one.com/topic/cybersecurity">Cybersecurity</a>, <a href="https://marksmith.isg-one.com/topic/billing-and-recurring-revenue">Billing and Recurring Revenue</a>, <a href="https://marksmith.isg-one.com/topic/workforce-optimization">Workforce Optimization</a>, <a href="https://marksmith.isg-one.com/topic/collaboration-for-business">collaboration for business</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/broken-analytics-and-bi-natural-language-and-notifications-can-help-1">Broken Analytics and BI? Natural Language and Notifications Can Help</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">15 June 2017 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg?width=200&name=AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg?width=100&name=AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg?width=200&name=AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg?width=300&name=AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg?width=400&name=AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg?width=500&name=AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg?width=600&name=AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>If we look at the focus of technology vendors for analytics and business intelligence or business applications providers deploying these capabilities in the last five years, we see that they have elevated the importance on the value of visualization and dashboards. These promotions might be understandable, but will they make business and the people using them more intelligent?</p> </div> <a href="https://marksmith.isg-one.com/broken-analytics-and-bi-natural-language-and-notifications-can-help-1"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/data-science">Data Science</a>, <a href="https://marksmith.isg-one.com/topic/mobile">Mobile</a>, <a href="https://marksmith.isg-one.com/topic/machine-learning">Machine Learning</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-one.com/topic/machine-learning-and-cognitive-computing">Machine Learning and Cognitive Computing</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/ventana-research-unveils-new-digital-marketing-mastery-1">Ventana Research Unveils New Digital Marketing Mastery</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">17 December 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="//marksmith.isg-one.com/hs-fs/hubfs/Images/Shutterstock-images/Website-Mockup-med.jpg?width=200&name=Website-Mockup-med.jpg" width="200" !important: srcset="//marksmith.isg-one.com/hs-fs/hubfs/Images/Shutterstock-images/Website-Mockup-med.jpg?width=100&name=Website-Mockup-med.jpg 100w, //marksmith.isg-one.com/hs-fs/hubfs/Images/Shutterstock-images/Website-Mockup-med.jpg?width=200&name=Website-Mockup-med.jpg 200w, //marksmith.isg-one.com/hs-fs/hubfs/Images/Shutterstock-images/Website-Mockup-med.jpg?width=300&name=Website-Mockup-med.jpg 300w, //marksmith.isg-one.com/hs-fs/hubfs/Images/Shutterstock-images/Website-Mockup-med.jpg?width=400&name=Website-Mockup-med.jpg 400w, //marksmith.isg-one.com/hs-fs/hubfs/Images/Shutterstock-images/Website-Mockup-med.jpg?width=500&name=Website-Mockup-med.jpg 500w, //marksmith.isg-one.com/hs-fs/hubfs/Images/Shutterstock-images/Website-Mockup-med.jpg?width=600&name=Website-Mockup-med.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Today’s rapid changes in technology have left many companies behind in the digital transformation that is shaping the future of marketing, sales, commerce and client engagement. At Ventana Research we have seen this change coming, having been close observers and analysts of technological shifts for almost 15 years, providing continuous research and guidance to the technology industry. Now the leading edge is the digital point of engagement with customers through websites and social media....</span></p> </div> <a href="https://marksmith.isg-one.com/ventana-research-unveils-new-digital-marketing-mastery-1"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/mobile">Mobile</a>, <a href="https://marksmith.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-one.com/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-one.com/topic/marketing-performance-management">Marketing Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/mobile-technology">Mobile Technology</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/marksmith-blog/2015/02/18/microstrategy-powers-up-security-for-analytics-and-bi">MicroStrategy Powers Up Security for Analytics and BI</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">17 February 2015 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr2014_techinnovation_awardwinner.png?width=200&name=vr2014_techinnovation_awardwinner.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr2014_techinnovation_awardwinner.png?width=100&name=vr2014_techinnovation_awardwinner.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr2014_techinnovation_awardwinner.png?width=200&name=vr2014_techinnovation_awardwinner.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr2014_techinnovation_awardwinner.png?width=300&name=vr2014_techinnovation_awardwinner.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr2014_techinnovation_awardwinner.png?width=400&name=vr2014_techinnovation_awardwinner.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr2014_techinnovation_awardwinner.png?width=500&name=vr2014_techinnovation_awardwinner.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr2014_techinnovation_awardwinner.png?width=600&name=vr2014_techinnovation_awardwinner.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>At its annual MicroStrategy World conference, this provider of analytics and business intelligence systems for business and IT introduced a new version of its flagship product, <a href="http://www.microstrategy.com/9s" target="_blank"><span style="text-decoration: underline;">MicroStrategy 9s</span></a>. Among many advances it adds enterprise grade security with <a href="http://www.microstrategy.com/us/security" target="_blank"><span style="text-decoration: underline;">MicroStrategy Usher</span></a> as part of the maintenance update to its 9.4.1 release. Security is increasingly critical for analytics and BI. Technologies that work intensively with data, including reporting, business intelligence, analytics and data...</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2015/02/18/microstrategy-powers-up-security-for-analytics-and-bi"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/mobile">Mobile</a>, <a href="https://marksmith.isg-one.com/topic/governance">Governance</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/information-applications-ia">Information Applications (IA)</a>, <a href="https://marksmith.isg-one.com/topic/information-management-im">Information Management (IM)</a>, <a href="https://marksmith.isg-one.com/topic/risk-compliance-grc">Risk & Compliance (GRC)</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-one.com/topic/security">Security</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/marksmith-blog/2014/02/18/microstrategy-reveals-new-generation-of-analytics-for-cloud-and-mobile-computing">MicroStrategy Reveals New Generation of Analytics for Cloud and Mobile Computing</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">18 February 2014 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vrlogobug400x400-1.jpg?width=200&name=vrlogobug400x400-1.jpg" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vrlogobug400x400-1.jpg?width=100&name=vrlogobug400x400-1.jpg 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vrlogobug400x400-1.jpg?width=200&name=vrlogobug400x400-1.jpg 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vrlogobug400x400-1.jpg?width=300&name=vrlogobug400x400-1.jpg 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vrlogobug400x400-1.jpg?width=400&name=vrlogobug400x400-1.jpg 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vrlogobug400x400-1.jpg?width=500&name=vrlogobug400x400-1.jpg 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vrlogobug400x400-1.jpg?width=600&name=vrlogobug400x400-1.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>At its recent MicroStrategy World 2014 conference, the enterprise software company introduced a portfolio of products to make it easier to perform analytics and make them easier to access through the cloud and mobile forms of computing. These announcements accelerate MicroStrategy’s transition to approaching corporate business users of analytics from its past focus on business intelligence, which typically is purchased by IT. This is a subtle but strategic shift that recognizes where growth...</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2014/02/18/microstrategy-reveals-new-generation-of-analytics-for-cloud-and-mobile-computing"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/microstrategy">MicroStrategy</a>, <a href="https://marksmith.isg-one.com/topic/mobile">Mobile</a>, <a href="https://marksmith.isg-one.com/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-one.com/topic/customer-engagement">Customer Engagement</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/smart-phones">Smart Phones</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/location-intelligence">Location Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/operational-intelligence">Operational Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/information-applications-ia">Information Applications (IA)</a>, <a href="https://marksmith.isg-one.com/topic/tablets">Tablets</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/marksmith-blog/2013/08/31/ventana-research-technology-innovation-awards-are-more-than-cool">Ventana Research Technology Innovation Awards Are More Than Cool</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">31 August 2013 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/2013_tech_innovation_award-1.png?width=200&name=2013_tech_innovation_award-1.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/2013_tech_innovation_award-1.png?width=100&name=2013_tech_innovation_award-1.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/2013_tech_innovation_award-1.png?width=200&name=2013_tech_innovation_award-1.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/2013_tech_innovation_award-1.png?width=300&name=2013_tech_innovation_award-1.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/2013_tech_innovation_award-1.png?width=400&name=2013_tech_innovation_award-1.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/2013_tech_innovation_award-1.png?width=500&name=2013_tech_innovation_award-1.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/2013_tech_innovation_award-1.png?width=600&name=2013_tech_innovation_award-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>In the realm of technology that matters for business and IT, our firm as part of our responsibility continually assesses the latest technology and how it can impact organizations’ efficiency and effectiveness. <a href="//www.ventanaresearch.com/bti" target="_blank">Our benchmark research in technology innovation</a> found that 87% of participants indicated the importance of increasing the organization’s value through technology innovation. Every year we take our knowledge from research and technology briefings to focus on our <a href="//www.ventanaresearch.com/Innovationawards/" target="_blank">Technology Innovation Awards</a></p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2013/08/31/ventana-research-technology-innovation-awards-are-more-than-cool"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/datameer">Datameer</a>, <a href="https://marksmith.isg-one.com/topic/mobile">Mobile</a>, <a href="https://marksmith.isg-one.com/topic/sales">Sales</a>, <a href="https://marksmith.isg-one.com/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-one.com/topic/sustainability">Sustainability</a>, <a href="https://marksmith.isg-one.com/topic/customer">Customer</a>, <a href="https://marksmith.isg-one.com/topic/esri">ESRI</a>, <a href="https://marksmith.isg-one.com/topic/globoforce">Globoforce</a>, <a href="https://marksmith.isg-one.com/topic/grc">GRC</a>, <a href="https://marksmith.isg-one.com/topic/hcm">HCM</a>, <a href="https://marksmith.isg-one.com/topic/kronos">Kronos</a>, <a href="https://marksmith.isg-one.com/topic/kyriba">Kyriba</a>, <a href="https://marksmith.isg-one.com/topic/location-analytics">Location Analytics</a>, <a href="https://marksmith.isg-one.com/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-one.com/topic/netbase">NetBase</a>, <a href="https://marksmith.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/overall-operational-leadership">Overall Operational Leadership</a>, <a href="https://marksmith.isg-one.com/topic/peoplefluent">Peoplefluent</a>, <a href="https://marksmith.isg-one.com/topic/planview">Planview</a>, <a href="https://marksmith.isg-one.com/topic/sqlstream">SQLstream</a>, <a href="https://marksmith.isg-one.com/topic/vmware">VMWare</a>, <a href="https://marksmith.isg-one.com/topic/vpi">VPI</a>, <a href="https://marksmith.isg-one.com/topic/it-analytics-performance">IT Analytics & Performance</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/business-mobility">Business Mobility</a>, <a href="https://marksmith.isg-one.com/topic/cio">CIO</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://marksmith.isg-one.com/topic/hortonworks">Hortonworks</a>, <a href="https://marksmith.isg-one.com/topic/ibm">IBM</a>, <a href="https://marksmith.isg-one.com/topic/informatica">Informatica</a>, <a href="https://marksmith.isg-one.com/topic/information-builders">Information Builders</a>, <a href="https://marksmith.isg-one.com/topic/information-management">Information Management</a>, <a href="https://marksmith.isg-one.com/topic/information-technology">Information Technology</a>, <a href="https://marksmith.isg-one.com/topic/kxen">KXEN</a>, <a href="https://marksmith.isg-one.com/topic/location-intelligence">Location Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/operational-intelligence">Operational Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/oracle">Oracle</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/contact-center">Contact Center</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/datawatch">Datawatch</a>, <a href="https://marksmith.isg-one.com/topic/financial-management">Financial Management</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/information-applications-ia">Information Applications (IA)</a>, <a href="https://marksmith.isg-one.com/topic/information-management-im">Information Management (IM)</a>, <a href="https://marksmith.isg-one.com/topic/information-optimization">Information Optimization</a>, <a href="https://marksmith.isg-one.com/topic/it-performance-management-itpm">IT Performance Management (ITPM)</a>, <a href="https://marksmith.isg-one.com/topic/johnson-controls-panoptix">Johnson Controls Panoptix</a>, <a href="https://marksmith.isg-one.com/topic/roambi">Roambi</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-one.com/topic/service-supply-chain">Service & Supply Chain</a>, <a href="https://marksmith.isg-one.com/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://marksmith.isg-one.com/topic/upstream-works">Upstream Works</a>, <a href="https://marksmith.isg-one.com/topic/vertex">Vertex</a>, <a href="https://marksmith.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://marksmith.isg-one.com/topic/xactly">Xactly</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/2013/05/01/oracle-aims-to-simplify-it-and-innovate-your-business">Oracle Aims To Simplify IT and Innovate Your Business</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">01 May 2013 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_bigdata_big_data_capabilities_not_available-3.png?width=200&name=vr_bigdata_big_data_capabilities_not_available-3.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_bigdata_big_data_capabilities_not_available-3.png?width=100&name=vr_bigdata_big_data_capabilities_not_available-3.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_bigdata_big_data_capabilities_not_available-3.png?width=200&name=vr_bigdata_big_data_capabilities_not_available-3.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_bigdata_big_data_capabilities_not_available-3.png?width=300&name=vr_bigdata_big_data_capabilities_not_available-3.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_bigdata_big_data_capabilities_not_available-3.png?width=400&name=vr_bigdata_big_data_capabilities_not_available-3.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_bigdata_big_data_capabilities_not_available-3.png?width=500&name=vr_bigdata_big_data_capabilities_not_available-3.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_bigdata_big_data_capabilities_not_available-3.png?width=600&name=vr_bigdata_big_data_capabilities_not_available-3.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>I was recently at Oracle Analyst World which is the vendor’s annual gathering of technology industry analysts. Its executives and others in the products organization deliver the latest news on where the titan is focusing efforts to expand its technology and markets. This year, against the background of the consumer and business markets embracing mobile and cloud computing, Oracle is working to sound like a more friendly supplier that can help remove legacy issues and inefficiencies that plague...</p> </div> <a href="https://marksmith.isg-one.com/2013/05/01/oracle-aims-to-simplify-it-and-innovate-your-business"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/mobile">Mobile</a>, <a href="https://marksmith.isg-one.com/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/social-collaboration">Social Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/business-mobility">Business Mobility</a>, <a href="https://marksmith.isg-one.com/topic/cio">CIO</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://marksmith.isg-one.com/topic/location-intelligence">Location Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/operational-intelligence">Operational Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/oracle">Oracle</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/cfo">CFO</a>, <a href="https://marksmith.isg-one.com/topic/coo">COO</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/information-applications-ia">Information Applications (IA)</a>, <a href="https://marksmith.isg-one.com/topic/information-management-im">Information Management (IM)</a>, <a href="https://marksmith.isg-one.com/topic/it-performance-management-itpm">IT Performance Management (ITPM)</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-one.com/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://marksmith.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/marksmith-blog/2012/07/06/roambi-provides-digital-platform-for-mobile-business">Roambi Provides Digital Platform for Mobile Business</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">05 July 2012 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=200&name=Slider_3.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=100&name=Slider_3.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=200&name=Slider_3.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=300&name=Slider_3.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=400&name=Slider_3.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=500&name=Slider_3.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=600&name=Slider_3.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p class="MsoNormal">The demand for business information on mobile devices such as smartphones and tablets continues to increase, while the technology to support it has not. In our <a href="www.ventanaresearch.com/infoapps"><span style="text-decoration: underline;">benchmark research on information applications</span></a>, only 11 percent of organizations said they are very satisfied with their ability to provide such information, and their top two complaints with existing technologies are that they are too slow and not adaptable or flexible. The unique aspects of mobile technology, from the small screen size...</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2012/07/06/roambi-provides-digital-platform-for-mobile-business"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/mobile">Mobile</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/business-mobility">Business Mobility</a>, <a href="https://marksmith.isg-one.com/topic/cio">CIO</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://marksmith.isg-one.com/topic/information-applications">Information Applications</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/digital-publishing">Digital Publishing</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/information-applications-ia">Information Applications (IA)</a>, <a href="https://marksmith.isg-one.com/topic/information-management-im">Information Management (IM)</a>, <a href="https://marksmith.isg-one.com/topic/roambi">Roambi</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-one.com/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://marksmith.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" 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our authorised service providers may use cookies for storing information to help provide you with a better, faster and safer experience and for marketing purposes.</span></p> </div> </div> </div> </footer></div>  <script defer src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://marksmith.isg-one.com/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://marksmith.isg-one.com/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "AI in Business: Hypocrisy and Opportunity", "mainEntityOfPage": "https://marksmith.isg-one.com/ai-in-business-hypocrisy-and-opportunity", "datePublished": "06/06/2018", "dateModified": "06/06/2018", "articleBody": "We now are well beyond the year depicted in 2001: A Space Odyssey, a cinematic perspective on the future of artificial intelligence in which HAL 9000, a computer, is able to simulate human behavior and control machines. Anyone reviewing the past two years of marketing around AI in the business technology industry can be forgiven for believing that we have arrived at the futuristic state Stanley Kubrick imagined. We have not. The term AI may have captured our imagination, but the majority of today’s AI-advertised software represents just a small step forward for business computing. Recently we have seen improvements in technology-generated recommendations and guidance on next steps – advances that involve applying analytics and models to historical data to determine the likelihood of outcomes and evaluate their desirability. However, this is an incremental step forward rather than an unprecedented technological breakthrough. A fundamental component of AI is machine learning, which uses data-driven computing methods and algorithms that “learn” with experience to help guide actions to achieve specific outcomes. Recent advances in robotic process automation (RPA) use machine learning to adjust processes dynamically based on real time data and take action or process information without human intervention. Technology vendors have been using AI-based capabilities as a competitive differentiator. And it’s true that these incremental improvements in our business applications and tools can help make the organization and the worker smarter. However, I believe organizations that are enraptured with the marketing around AI should ask vendors what “intelligence” is available in the software and request examples of how it actually works. Because the majority of vendors now offer AI as part of their software, organizations must focus on what specifically the investment would do for lines of business across the enterprise. In other words, organizations must engage vendors to get clarity on the value of AI, what is actually in the software product and what the value is in saved time or, better, more intelligent results. The stakes are high. We at Ventana Research believe that by 2020 more than one global 2000 organization will experience a major loss caused by the incorrect application of artificial intelligence or machine learning. The other component of AI depicted in 2001: A Space Odyssey is HAL 9000’s ability to talk to humans. A natural language discussion – in other words, a conversation on a situation or action to be taken – is the face of AI. Over the last couple of years, what are commonly referred to as chatbots have been saving organizations time previously required to respond to employee or customer questions and requests. Using voice and text, these bots have significantly reduced the burden of important but costly business activities while helping to create a more personalized user experience. Improvements in natural language processing have been significant over the past decade, as have advances in enterprise software that uses voice technology. However, confusion and frustration remain common in exchanges with Cortana, Siri and Alexa, underscoring the challenging semantics of natural language processing. The advancements in voice-enabled technologies are significant and these features will become standard in business applications. The combination of machine learning and natural language processing available today still does not match the AI of science fiction, but some vendors are stepping forward to provide better intelligence and assistance to workers across the organization. While I am optimistic about the potential of AI for business, we should also be skeptical and strive always to understand how machines are influencing the actions taken and decisions made by our workforce. Organizations should examine the machine learning and data science that underpin AI-enabled software to understand what drives its interactions and recommendations. If we don’t then we won’t be able to evaluate the potential benefits these investments provide and the results they generate. In my view the only responsible position to take toward the marketing of AI in business software is to insist that vendors cut through the hype and be transparent about what is truly being offered. Regards, Mark Smith CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_AI_Business_Hypocrisy_Opportunity_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "GDPR: Business or Technology Vendors Ready or Not?", "mainEntityOfPage": "https://marksmith.isg-one.com/gdpr-business-or-technology-vendors-ready-or-not", "datePublished": "11/05/2018", "dateModified": "11/05/2018", "articleBody": "We are have arrived at the May 25, 2018 date when the European Union’s General Data Privacy Regulations (GDPR) become enforceable, following what has been a two-year transition period. Companies were given this time to put in place reasonable measures and the systems necessary to support the legislation’s wide-ranging personal data privacy requirements, which apply to any organization with more than 250 employees that serves EU citizens. While this regulation will apply in the EU, it has implications for any organization in the world that provides services involving the personal data of any EU citizen. This regulation covers the privacy of personal or professional data; it covers (but is not limited to) physical address, photos, email messages, medical information, sexual orientation, digital location and even IP addresses used. GDPR mandates that data be securely stored against theft and not shared without direct consent. To be in compliance with GDPR, organizations must have made sure they have taken reasonable privacy steps as outlined in the regulations. US citizens who are living and working in the EU are also protected while operating in these countries, which means that many companies outside the EU need to be aware of this regulation. Penalties escalate according to the seriousness of the violation but the fines can be as large as 4 percent of a company’s global annual revenue, not a trivial amount. And of course to that would be added public reaction to any data breach, which could have even larger deleterious effects by impacting brand and shareholder value. Any department that gathers, stores or uses data related to customers and their interactions should be aware of GDPR and its implications. This includes marketing and sales interactions as well as the billing for and accounting of products and services purchased. Organizations’ obligations start with the digital marketing systems that create a cookie to track and enable storage of an individual’s activities across the internet. Then there are digital commerce systems that hold data on customer interactions, as well as the calls and messages into contact centers that are recorded, in most cases without the consent mandated under GDPR. The GDPR regulation also mandates data portability, requiring that customers be able to move their data from one service provider to another. Organizations have historically not provided easy portability, as enabling a customer to move to a competitor is not a priority for many organizations. Beyond any business disinclination, though, making data portability a reality requires that organizations have the ability to receive and track electronic requests to extract personal data and then deliver it in a secure digital form. With typical currently used technology this is not easily accomplished. Another critical aspect of GDPR is its mandate that a customer have the right to request erasure of his or her data in the case of a violation. My analysis and discussions with a range of application providers indicate that there is a lack of administrative capability for deleting specific customer data from a system. Doing so would mean not just removing the data from an operational system but also from any other location or system to which the data has been copied or transformed and migrated, including analytics tools or backup systems. This makes for a complicated set of steps to erase customer data, particularly if it has been distributed across dozens of systems or copied into others for review and analysis. Copies of customer data that are extracted from operational systems, enriched and stored in data warehouses, data lakes and analytics systems pose a large challenge, as organizations now must ensure that the data is not shared in ways that violate GDPR. These data management or big data environments can be less secure, increasing the danger that the customer data can be shared or stolen. It is also the case that copies of customer data from the EU into other countries like the US have to follow the same level of compliance with GDPR. Based on my observation, business and IT professionals in these areas have not sufficiently thought through the GDPR implications of their current operations and where better data governance needs to be applied to ensure proper security and control. Clearly, organizations will need to make changes to be in compliance with GDPR – compliance that likely will require specific technological capabilities in the systems that support business processes. The regulations are about ensuring process and preventing disclosures, which in this day and age is not possible without technology that can monitor and track issues. GDPR also requires a data protection officer, which in the U.S. frequently is called a chief information security officer. This needs to be a role or team dedicated to maintaining data privacy policies and processes, readily providing information when violations or data breaches occur. While it’s important to have a responsible party, this is just one small part of what an organization will need to do. Compliance will require a digital transformation of currently used technologies and, most importantly, of the architectures used in the IT organization. This is no easy task because it impacts the way that almost every employee operates across applications. It is also not easy because the vast majority of applications and systems organizations now use are rented from third-party (software-as-a-service or outsourcing) providers, which often means there is less access and control, complicating compliance with GDPR. But the difficulty notwithstanding, securing data and in many cases masking or encrypting it is an important step forward that must be part of the data management practices that organizations assess and adopt. Organizations that today ask their cloud-computing or third-party provider to encrypt their customer data or extract or erase a specific customer’s dataset will likely find that the vendor cannot do so because it isn’t prepared to help customers with GDPR. And many organizations using digital system logs as an auditing reference will find that those system logs are not able to identify every copy extracted from online systems. The implications of GDPR will extend even further as customer interactions with businesses shift to conversational interactions through devices like Amazon’s Alexa. When Amazon is monitoring your conversation for your personal or business needs, how is that data secured and what level of detail is stored in various systems? Is your personal data derived from monitored conversations being transmitted securely across the multiple technologies involved? Businesses need to understand and address these issues to ensure limited risk of exposure under the new regulation. While in the US some aspects of personal information are protected under consumer and data privacy guidelines from the Federal Trade Commission’s (FTC) Bureau of Consumer Protection, data privacy standards in the country are woefully lacking. The conversation within business concerning data privacy has lacked much depth, nor has the FTC provided any useful guidance. Self-regulation hasn’t worked well, yet the onus remains on organizations to get motivated and examine their methods of securing data in their enterprise. When I have asked technology suppliers who provide analytics and data-related systems how they are helping their customers with advancements in their tools to better comply with GDPR, the majority have said, “Our customers are not asking us for improvements for compliance to GDPR.” This reflects a general lack of engagement, but is not by any means an excuse; it should be the responsibility of the technology provider to enable compliance. The requirement for “reasonable efforts” toward compliance encompasses a wide range of possible steps for organizations to take to ensure they are ready to comply with GDPR. But market research has shown that a majority of organizations are unprepared to truly be in compliance. My analysis finds the same: The majority of the software companies supporting organizations that collect, use and share personal customer information have not taken enough steps to properly support privacy guarantees for their customers. Your organization can ensure compliance with GDPR by immediately undertaking an examination of the storage and use of customer data across the company. You will also need to assess technology vendors that handle your customers’ data in any form to determine if they are ready to support GDPR requirements. Eliminating risk points will require that you first examine the people and systems that interact with customer data. If you do not, just one accident or mistake could produce quite dire impacts on your organization – and your career. Regards, Mark Smith CEO and Chief Research Officer Follow Me on Twitter and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_GDPR_Business_Tech_Vendors_Ready_Not_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Beyond Digital Transformation: Effective Technology Innovation in 2018", "mainEntityOfPage": "https://marksmith.isg-one.com/beyond-digital-transformation-effective-technology-innovation-in-2018", "datePublished": "07/05/2018", "dateModified": "07/05/2018", "articleBody": "Advancing the potential of any business requires continuous improvement in the processes and technology that support it. Many companies have embraced attempts at a digital transformation, and it’s become a goal to which organizational resources and budgets have been dedicated around the globe. But this goal is also a moving target. Pursuing it involves a transition from software that operates on-premises to software residing in a cloud computing environment, of course, but also a migration to business tools and applications that operate both more efficiently and more universally – that operate, in short, much like the apps on mobile devices, which themselves are rapidly evolving. Thus, digital effectiveness requires more than simply picking cloud- and mobile-based applications; it requires embracing a nimble strategy that not only incorporates but goes beyond digital transformation to include the discovery and deployment of innovations that help organizations operate more intelligently. This is more easily said than done. In fact, our company asserts that by 2021, only 50 percent of organizations will have transformed their business processes to be not only more automated but more intelligent. Consider: Has your organization begun to look at providing customer interactions as conversational experiences like those available on Alexa, Cortana and Siri? Or new communication mediums that can simplify the interactions of both your employees and customers with your applications? Most importantly, have you embedded intelligence into your applications to support the interactions? There are a number of critical digital technology innovations that your organization should consider as part of any new investments to ensure that you are gaining ground in the seismic shifts in computing. Organizations that don’t do so risk missing out on opportunities and being left behind by competitors. Artificial intelligence (AI) and machine learning (ML) have of late become a major focus of business technology marketing. AI and ML are computing technologies designed to process information in much the way humans do but with greater accuracy and precision to support making better decisions and taking optimal actions. However, effectively integrating AI and ML into an organization requires focusing on a data and analytic foundation that can sustain the computational and algorithmic processing that’s involved. While most of the uses we see from business application providers of AI and ML are centered on prioritizing recommended actions, AI’s true potential is yet to be realized. AI and ML should help guide and provide information and education to improve an organization’s business processes, enabling more autonomous digital operations where possible. Furthermore, the technologies themselves are changing, with for example the introduction of natural language processing capabilities that present information and process interactions with underlying applications in normal language, easing the challenge of machine-originated conversation and engagement with the workforce and even customers. There will inevitably be missteps on the road to seamless use of these technologies. We believe that by 2020 more than one global 2000 organization will experience a major loss caused by the incorrect application of artificial intelligence or machine learning. To ensure that that doesn’t occur in your organization, we urge organizations now to take a hard look at all aspects of products incorporating AI and educate their decision-makers to ensure appropriate prioritization, due diligence and focus on value. Analytics technology continues to be a critical digital innovation but unfortunately many organizations have lacked the business and technological skills to make analytics actionable, let alone easy to understand. Technology vendors’ fixation on sophisticated visualization as a core feature has come with costs, as the iterative discovery process offered in current analytics tools does not deliver the simplicity needed; many current offerings lack the personalization, presentation and collaboration capabilities that are needed to effectively notify and engage workers to act. In our view, advancing the business functionality of this technology will require the displacement of current providers by new ones that move beyond merely presenting dashboards of charts. That’s not to deny the role of visual discovery, but typically only a small fraction of people in the organization fully understand it as the literacy required is not standard across lines of business. Users should not have to educate themselves; rather, the analytics should be presented in a natural language or other accessible form. By 2021, two-thirds of analytics processes will no longer simply discuss what happened and why; instead, they will also prescribe what should be done. Technology vendors are now beginning to embed and use natural language and collaboration capabilities in their tools to help organizations mobilize a larger part of the workforce more intelligently, inspiring them to take action instead of just observe. Blockchain technology, which ensures the secure interconnection of systems and data, is an essential part of the state of frictionless computing (where systems are interconnected and securely operate without human intervention) that organizations need to reach to be effective in the coming decade. As organizations look to be more efficient in their business processes, all integration across organizational boundaries must be automated in a way that has not been possible in the past. And of course, data must be secure. Organizations will not be able to survive competitively or efficiently merely transmitting data across the network and internet; they will need to manage it in a manner that can assure far less risk and far fewer human errors than we have seen in the past several years. Distributed database computing has evolved over the last decade to the point it is now a requirement in this age of real-time and interconnected business. By 2021, one-quarter of organizations will be using blockchain databases and those that do not will find themselves becoming increasingly inefficient and at risk of security breaches or human errors. In 2018, database companies’ technological advancements are helping enable this next generation of computing and should be part of what organizations examine to advance the interoperability of businesses with their partners and customers. Collaboration for business to enable workers to interact and communicate efficiently and effectively has long been on the list of organizations’ productivity improvements. In recent years, however, it has become a higher-priority component of business applications to improve education and the quality of decision-making. Providing the workforce with a supportive environment for collaboration is essential. Collaboration is particularly important in making analytics actionable and we assert that by 2020, collaboration will become a standard feature of three-quarters of data and analytics processes in much the same way that visualization is now part of analytic processes. Overall, contextualized collaboration within business applications and tools can help expedite task completion. In addition, collaboration should also support companies’ regular, ongoing tasks, activities and projects. Organizations that today don’t facilitate collaboration within and across business processes and applications will find themselves growing increasingly inefficient both internally and externally. Cybersecurity has become an essential digital innovation over the last several years; it adds a layer to the broad security issues across technology that have challenged organizations for decades. Today it is essential that organizations both ensure minimal risk in every business process and protect intellectual assets. While many organizations have relegated this responsibility to a security team or a specific role such as the chief information security officer (CISO), the reality is that every functional area of a business has a responsibility to ensure that it protects all of its assets, technologies and processes. The issue is not just the hacker who finds a way through the network or a phishing incident that passes hidden control of a computer to an outside authority. Spreadsheets or standalone tools that aren’t governed by security protocols can pose huge risks. This obligation to protect data is even larger now that the European Union has introduced the General Data Protection Regulation (GDPR), set to take effect in May 2018. GDPR demands that companies make reasonable efforts to secure customers’ personal information from being exposed to parties who do not have the authority to access or process it. This regulation applies to all EU citizens no matter where they live or visit as well as U.S. citizens operating in the EU; it is a stark reminder that the processes and systems any business uses around the world need to be managed appropriately. In our view, by 2020 more than half of organizations will have publicly acknowledged that a lack of investment resulted in cyber-breaches that were material and involved a loss of sensitive customer information. We need only look at recent massive incidents at Equifax and Facebook – where tens of millions of consumers’ personal information was stolen or used without permission – to see how critical this issue has become. No matter the sophistication of the organization, breaches can occur that can impact the financial status and brand reputation of an organization. In 2018, businesses need to understand their responsibilities where the privacy and security of data is concerned. Furthermore, they would do well to view regulations such as GDPR as a means to improve the governance and operations of the data they utilize and for which they are held responsible. Data is part of every business process and at the heart of finding value in your analytics and efficiency in your applications; it is also the foundation for any worthwhile AI and ML effort. Organizations should cut through the marketing hype on investing in data and skilled workers by examining innovative investments. The right choice can make possible the efficient management of data, including its security and storage, in a cost- and resource-effective manner. Focusing more closely on data, addressing its preparation, governance and quality, are essential for it to yield full value. This requires that data and derived information assets be managed much like physical libraries of the past, with catalogs and librarians responsible for maintenance, enrichment and even proper utilization. This type of approach balances technology with methodical management processes, particularly where business applications operate across on-premises and cloud-computing environments. It is also important that the elements of data are easily interconnected in real time. Messaging-as-a-service (MaaS) methods facilitate efficient processing and alongside the Internet of Things (IoT) the integration of data through synchronization and migration of data among digital technology investments. By 2021, more than half of organizations will be using distributed cloud-based databases. Today, organizations should be establishing or improving their focus on the proper management and utilization of data. Internet of Things is impacting the nature of the digital technologies that are shaping the way people live and do business today. Enabling a physical asset to provide real-time data can help guide not the just the operations of that asset but also how it can best be utilized and when it will need to be serviced. We see this all around us today, from cars to the devices in our home, from TVs to mobile tracking devices that are associated with machinery such as lights and elevators and technology that detects the movement of people within a room. Also, advances in wearable computing are instances of IoT that can track location and status. Using IoT, a significant volume of information can be streamed, processed and stored, acted on or discarded, which will require us to rethink the nature of real-time information across the internet and discover the edge where “things” operate. By 2020, we believe, analysis of streams of IoT event data will be a standard component of nearly all big data deployments. Given that, what’s most important in 2018 is to assess how your organization uses the real-time information IoT provides to advance the digital effectiveness of its products and interactions with your customers, employees and systems. Natural Language Processing (NLP) and the bots that incorporate it are a critical innovation that is altering humans’ interactions with devices and the underlying connected systems and applications. NLP enables a conversational experience for people, whether through voice or chat, that can streamline access to information. This represents a critical step in shifting from keyboard-and-mouse-based interactions to ones that are more natural for human beings. NLP is also important for its potential to enable us to better understand the status of systems or situations that need to be addressed. Many bots currently in use rely on NLP technology to enable a more conversational approach, making possible more efficient interactions and a clearer understanding of outcomes. Our assertion is that by 2021, half of organizations will expect natural language and conversational experiences to be part of every business application. In 2018, any evaluation of business applications and digital technology should include NLP to ensure the processing and conversational experience is on the vendors’ roadmap by 2020. In summary, all of these opportunities to apply digital innovation require organizations to change their thinking and priorities on what deserves assessment and investment. Transforming business with digital technology should deliver value that is visible to the business. I have seen organizations undertake two- to three-year projects that lock up resources and budgets that consume the majority of the business cycles. For most organizations, this happens because of the lack of a well-defined and balanced strategy. For a transition plan to work, the projects and activities must be managed in a way that focuses on work and resource management. Enabling digital innovation requires managing a portfolio of projects so that the alignment of the value they deliver helps advance the business’s competitiveness and its ability to achieve required outcomes. Organizations should examine digital technologies that enrich employee and customer experiences, not just those that increase the efficiency of business processes. They must optimize data, information and analytics for use in machine learning and AI to have the precise guidance and recommendations that the latest technology vendor innovations promise. Building an effective business case that prioritizes benefits and time to value is not difficult if all aspects of proposed projects are properly assessed and examined. If you want to learn more on this essential topic of moving beyond digital transformation and monetizing digital innovation in 2018 for business, check out my on-demand webinar that provides further discussion on the topic. Regards, Mark Smith CEO and Chief Research Officer Follow Me on Twitter and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/VentanaResearch_Digital_Tech_Research_Assertion-Digital_Tech.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Broken Analytics and BI? Natural Language and Notifications Can Help", "mainEntityOfPage": "https://marksmith.isg-one.com/broken-analytics-and-bi-natural-language-and-notifications-can-help-1", "datePublished": "15/06/2017", "dateModified": "15/06/2017", "articleBody": "If we look at the focus of technology vendors for analytics and business intelligence or business applications providers deploying these capabilities in the last five years, we see that they have elevated the importance on the value of visualization and dashboards. These promotions might be understandable, but will they make business and the people using them more intelligent? If you have followed my views in recent years on the pathetic state of dashboards, you know my skepticism; I seriously doubt that organizations that believe these claims are reaching their full potential. It has been decades since the first deployments of these technologies, and while visualization has gotten smarter, it has not gotten simpler to translate it into actionable information. Most business professionals are not trained to interpret visualization, let alone determine what to do with it. We assert that these systems must be easier to work with for all levels of business users. Our benchmark research consistently finds that Usability is the top priority in evaluating software for almost two-thirds (63%) of organizations, though I question whether it figures so heavily when business analysts determine what is best for the majority of those in the organization are not prioritizing usability for everyone else. More troubling is the time that users of these tools waste in trying to navigate into charts and tables of data to find information that might offer actionable insight and should be just surfaced to them in the first place. For analytics and BI systems to truly be smarter, the information they offer should be presented in language that business users understand. Advances in natural-language processing used with analytics and BI systems have been bolted on, so that the language is presented after the visualization, which is the opposite of what organizations need. That is only the beginning of what they need. Any summary of insights should be personalized to the roles and responsibilities of individual users, and easy for them to access and learn as they use the system. More importantly, insights should be pushed to individuals through notifications on their computers, mobile devices or even by automated phone calls to individuals from devices like Amazon Echo Alexa, Google Home or Apple iOS Siri type interface. Such notifications make individuals aware of what is most important, just like breaking news on a mobile device, and the systems must enable users to act on alerts to get more information. Notifications can alert individuals how to get more information to read or to analyze data in the form that the individual best understands. If it is required, the individual should be able to open a digital discussion with others through collaboration to determine what should be done. Then tasks can be created, assigned and prioritized to ensure that something is done about the issue. This kind of workflow mirrors how people naturally work in organizations, but most BI and analytics systems don’t pick up on it since they are designed for analysts or IT personnel who do not represent how the rest of the business operates or wants the systems to operate. It is also time we start to think about how to enable our information systems to empower businesses to make better decisions. Current methods and deployments fall short, distracting business users and managers into wasting their valuable time in noodling over visualizations and dashboards designed for analysts. One key advance in technology is machine learning, which my colleague covers and wrote about recently. It can be applied to elevate not only potential insights to review and act on (or ignore) but also to guide individuals and provide recommendations on what might be important to focus on. Are you sure you have the right strategy to achieve real business intelligence that informs and guides all professionals about what they should know or care about and does not just focus on analysts who know analytics? Most of the tools in our organizations are not fit to help everyone work together and garner intelligent information from their BI and analytics tools. If you do not feel confident here, please let me know. Ventana Research can help you extract the most value from existing investments and prevent excessive investments into analytics and BI that are not designed for everyone in your organization. If you do not step back and assess your business intelligence needs, you could be wasting the valuable time of business professionals on unimportant information; even worse, they could be taking the wrong actions or making bad decisions. Regards, Mark Smith CEO and Chief Research Officer Follow Me on Twitter and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Broken_Analytics_BI_Natural_Language_Notifications_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Ventana Research Unveils New Digital Marketing Mastery", "mainEntityOfPage": "https://marksmith.isg-one.com/ventana-research-unveils-new-digital-marketing-mastery-1", "datePublished": "17/12/2016", "dateModified": "17/12/2016", "articleBody": "Today’s rapid changes in technology have left many companies behind in the digital transformation that is shaping the future of marketing, sales, commerce and client engagement. At Ventana Research we have seen this change coming, having been close observers and analysts of technological shifts for almost 15 years, providing continuous research and guidance to the technology industry. Now the leading edge is the digital point of engagement with customers through websites and social media. Earlier this year I wrote about mastering marketing mayhem in a meaningful, meticulous manner explaining how organizations can adapt to the new digital reality. Well, we are taking our own advice. Ventana Research spent the first half of 2016 reflecting on lessons learned and best practices from our research and advisory efforts. The result is our new community and website, www.ventanaresearch.com that we have announced and is available for everyone on the Internet. With it we strive to set an example of simplicity in engaging an audience in need of insights and education on technology applied to business. As an industry analyst firm that reaches a broad array of business and IT buyers we wanted to simplify navigation and consumption of information that is pertinent to their needs. Along the way we realized that our own part of the industry does not anticipate the future; a quick navigation of other industry analyst firms’ websites to reveal their shortcomings in digital transformation. Simplifying access to and presentation of information requires a shift from approaching the industry through research categories and departmental titles to an approach focused on expertise and topics that enables multiple roles to gain a common understanding of the technology that best fits their organization. To create our own digital transformation at www.ventanaresearch.com, we assessed the requirements of today and the future to determine how to deploy the resources and competencies of our organization. We were determined to further leapfrog our competition and set an example to show CMOs and other executives what can be done to reach a high level of digital effectiveness. We prioritized our requirements to become digitally more effective in the daily postings and promotions of our content to our community. Once our strategy and design were complete, we put all our effort into making the transformation in less than 90 days; that emphatically did not include developing custom code and taking a legacy approach to digital engagement. We assessed our current technology providers, which included Ektron, Marketo, and WordPress, to see how we might leverage the combination of our experience and their latest technologies. After close review we decided to scrap the existing technology stack, which was integrated and relied on our own customizations that created limitations for the digital engagement we desired. Next we examined a series of digital stack approaches for our requirements, moving from a long to a short list of HubSpot, Marketo and Salesforce. Using our own research’s software evaluation criteria, we prioritized the usability, manageability and adaptability of these offerings to determine our technological path forward. Ultimately we selected HubSpot to unify our approach to digital engagement across inbound and outbound interactions, social media, content management, analytics and reporting, as well as the use of notifications that streamline the workings of our entire front office of marketing, sales and engagement. Marketo lacked a significant transformation in its approach to inbound marketing, content management and unified analytics and reporting and fell short in seamless integration with other technologies; the company lets it customers to integrate its partner’s technology. Salesforce had similar challenges and is still working through full integration of its acquisitions and product roadmap, and its price points are not really designed for small and midsize businesses, especially when it comes to analytics. Both of these vendors did not have the integrated digital technology stack that we desired to advance our marketing and engagement efforts and would have required significant consulting and customization. Technology relationships are never easy and getting software running smoothly and adapted to your needs, but our HubSpot account and support team were effective in answering our questions and attacking our challenges. HubSpot is not perfect and has limitations that we worked around including: its content management system (CMS) called Content Optimization System and lack of effective digital search and support for more advanced web controls, better account based marketing (ABM) support and better community and commerce support. Unfortunately, we did not get any executive support from HubSpot; the top level did not appear to be interested in dialogue with us as a customer using its product and promotion of it in the market or discussion on the product areas we found lacking. This was surprising in light of the volume of interactions we have with marketing and sales organizations on digital technology transformation. But we did what you do as a customer in making technology work and made the best of it. Despite these challenges we are satisfied with the digital marketing technology and ease of use to help our team to engage and use the product. Please take a look at the new www.ventanaresearch.com and see for yourself. I believe that once you experience our community you will find our education and research easy to access and consume through simple, direct navigation. The challenges that I laid out earlier this year is essential to build the mastery of marketing performance and now we have set the foundation to embrace the drive toward digital effectiveness of an organization. And a little self promotion is healthy especially when you feel proud of your team and efforts that advances your brand and marketing effectiveness. If you are looking for fresh perspectives on digital technology to simplifying your marketing processes, engage with us. We’re confident that we can help in your efforts. Regards, Mark Smith CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://research.ventanaresearch.com/hubfs/Images/Shutterstock-images/Website-Mockup-med.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "MicroStrategy Powers Up Security for Analytics and BI", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2015/02/18/microstrategy-powers-up-security-for-analytics-and-bi", "datePublished": "17/02/2015", "dateModified": "17/02/2015", "articleBody": "At its annual MicroStrategy World conference, this provider of analytics and business intelligence systems for business and IT introduced a new version of its flagship product, MicroStrategy 9s. Among many advances it adds enterprise grade security with MicroStrategy Usher as part of the maintenance update to its 9.4.1 release. Security is increasingly critical for analytics and BI. Technologies that work intensively with data, including reporting, business intelligence, analytics and data preparation, have access to a range of applications and databases and could leave gaps in access controls and security of essential business data. Already in 2015 the data breach at Anthem put more than 80 million medical records at risk. Our benchmark research in big data analytics finds that integration into security and user access frameworks is a very important capability to 37 percent of organizations. MicroStrategy has spent years and significant investment of resources on MicroStrategy Usher. On the company’s mobile platform Usher provides multifactor authentication that includes fingerprinting for biometrics, unique identification through smartphone verification and a mobile device pass code to ensure secure access. Further identification security is offered through geo-fencing, which requires a user to be within range of a specified access point such as a building or a computer, by permitting access only during a specific time window or using QR code scanning to rapidly match the individual with authorized access. At the conference MicroStrategy demonstrated these security techniques along with AES-128 GCM encryption of data on devices and in transit. Ventana Research recognized MicroStrategy Usher with a Technology Innovation Award in 2014 for using mobile technology to provide secure access to applications, information and even physical locations; in the last case it has partnered with building companies such as Honeywell. Organizations should realize the risk of having only single sign-on through insecure passwords, which can expose access to all their systems. Usher is available as part of MicroStrategy 9s or as a stand-alone product. On another advanced technology front, MicroStrategy has advanced its cloud computing offering to embrace Amazon Web Services (AWS). This partnership can provide flexibility for its customers while reducing the effort it must put into building out its own data centers to support its products. Here also the company is addressing security of information and systems. MicroStrategy Secure Cloud includes enterprise security capabilities to ensure authenticated access. This is an important feature: Our big data integration benchmark research finds that security concerns are the most common barrier (in 54% of organizations) to using big data through cloud computing. Many buyers want to reduce the amount of software they have to license and install, but they must have confidence that their data is safe in on-demand cloud systems. Keeping it simple but secure for cloud computing is critical, and our research finds room for improvement here across the technology industry. Regarding big data MicroStrategy has advanced its computing power through PRIME, its in-memory and parallel processing technology. Our research in big data analytics finds that in-memory systems are the most sought-after innovation in half of organizations seeking to enhance analysis. That research also shows that the number and dispersal of data sources is a major issue. More than one-third (36%) of organizations have six to 15 sources and one-fourth (26%) have 16 or more information sources that need to be integrated for optimum access. And blending data from so many sources raises security concerns; in our research in big data integration security is the fourth-most important data activity, cited by 61 percent of organizations. MicroStrategy continues its efforts to help organizations get access to any data sources. For example, it now supports the Oracle Database 12c with in-memory and databases releases and has embedded its BI software in Oracle appliances that become big data machines. In addition MicroStrategy has embraced Apache Spark to maximize compute potential across Hadoop, NoSQL and RDBMSs and expands its database support every quarter. Earlier in 2014 MicroStrategy announced support for MarkLogic 7 NoSQL technology, which is becoming more relevant in the analytics and BI market. MicroStrategy also has been continuing its efforts to support data preparation tasks performed by analysts rather than administrators as some other vendors do. Our big data analytics research finds that in creating and deploying information and using analytics, almost half (47%) of organizations spend the largest portion of time in data preparation; this is true across customer service, finance, HR and other operational areas. Like many others MicroStrategy discovered painfully in 2014 that overall the IT market for purchasing software to deploy on-premises has slowed down and specifically that the BI market has reached a saturation point in organizations that have more than US$10 billion in revenue. Even so the company exceeded $579 million in total revenue for 2014. Its investments in cloud computing over the last several years have helped it through this transition. To adjust to the market changes it has brought in new executives including CTO Tim Lang, who has decades of experience dating back to Holistic Systems and Crystal Software, and CMO Mark Gambill who has over 18 years’ experience leading marketing teams; these two are streamlining their respective areas to make them more efficient. MicroStrategy continues to get brand-name customers on board with its mobile and analytic offerings, and its focus on security in 2015 should help in these efforts. In the past several years demand has been strong for visualization-related discovery and analytics tools among the lines of business and analysts, and now MicroStrategy has caught up and matched these capabilities. Visualization and presentation of analytics and data remain very important, according to our research: Half (49%) of organizations said it helps those who have the right skills perform analytics faster. Our research also finds that the majority of businesses want analytics to be simpler and easier to understand and available quickly on their mobile devices. In our 2014 Value Index on Mobile BI, MicroStrategy earned the Hot Vendor rating for its mobile business intelligence technology across device platforms, primarily for Apple and Android support. But MicroStrategy will have to ante up its support for Microsoft who is making inroads with smartphones and even more so with its Surface 3 tablets and also with new generations of notebooks using Windows Touch, which enables the use of gestures in Windows; Microsoft is finding opportunities in businesses that are phasing out older desktop and laptop computers with new ones running Windows Touch technology. MicroStrategy in 2014 simplified packaging and pricing of MicroStrategy Mobile and its Web products that operate on its MicroStrategy Server platform. MicroStrategy is building on a solid year of technology advancement as I pointed out in 2014 and is poised for innovation. It provided a sneak peek at MicroStrategy World of MicroStrategy 10 (now in beta and early release), which will up the ante with the next generation of in-memory analytics and simpler administration. Developments include further support of Apple Mac OS and iOS and advancing visualization and sophistication of analytics, which may be available fairly early in 2015. I believe that MicroStrategy should do more with search and collaborative capabilities, which our research finds to be a priority for business professionals (less so for IT). All BI vendors must be careful to listen to all audiences and stop paying attention only to IT. They will need to make sure that those in the lines of business understand how they can use analytics within the context of solving problems and opportunities, and make it as easy as possible for them do so on their own. Vendors also must understand their purchasers’ own business priorities. For instance, our next-generation customer analytics benchmark research shows that improving the customer experience and customer service strategy are the top drivers in this analytics segment. The release of MicroStrategy 9s and the upcoming MicroStrategy 10 continue this company’s prominence as an enterprise-class provider. We advise organizations to assess its evolving portfolio to identify missing elements in their existing BI and analytics deployments, with an eye on mobile platforms and security of data. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr2014_techinnovation_awardwinner.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "MicroStrategy Reveals New Generation of Analytics for Cloud and Mobile Computing", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2014/02/18/microstrategy-reveals-new-generation-of-analytics-for-cloud-and-mobile-computing", "datePublished": "18/02/2014", "dateModified": "18/02/2014", "articleBody": "At its recent MicroStrategy World 2014 conference, the enterprise software company introduced a portfolio of products to make it easier to perform analytics and make them easier to access through the cloud and mobile forms of computing. These announcements accelerate MicroStrategy’s transition to approaching corporate business users of analytics from its past focus on business intelligence, which typically is purchased by IT. This is a subtle but strategic shift that recognizes where growth opportunities lie and that analytics must be available on any device at any time. MicroStrategy made it clear that advances in the cloud, mobility and big data were integral to its product releases last year and is continuing in this direction in 2014 with the products in its MicroStrategy 9.4 suite. A little recap from the end of 2013 will illustrate the trend. MicroStrategy launched a product called Analytics Desktop that is freely available to download and use. The product runs locally and provides capabilities for data and visual discovery, the building of dashboards and standard business intelligence. This is part of an update to MicroStrategy Analytics Enterprise and also runs in the cloud to support MicroStrategy Analytics Express for self-service analytics. MicroStrategy Analytics Desktop and Analytics Express generate a local data file that securely contains the data and related information for analysis and presentation. This new MicroStrategy file format can be used to import data to both the cloud and on-premises applications. MicroStrategy emphasizes its advantages in analyzing a range of databases and secure Web and mobile publishing, which are freely available in its products while competitors charge for them. In the past some customers and observers perceived MicroStrategy as making it difficult to try out its technology without having to deal with its sales team; now anyone can try it at any time and use it afterward. At the conference MicroStrategy unveiled release 9.4.1 of its platform, in which ESRI Maps is embedded. It supports a range of location analytics, which our research shows is important to three out of four organizations. This capability can be a competitive differentiator for MicroStrategy that other BI providers lack. MicroStrategy 9.4.1 provides location analytics capabilities most important to organizations according to our location analytics benchmark research. In addition new advances in data blending will appeal to analysts; our information optimization benchmark research finds nearly half (45%) of organizations still spend more of their time on data-related tasks than analysis and recommendations. And there are advances in the platform’s computing power: Now it can handle 10 times more data in memory and has a 40 times performance gain in multisource analytics. MicroStrategy has significant depth in its analytics capability from historical to predictive that most do not realize is more sophisticated than many others in the analytics and BI software market. Other advances enhance the data performance and scalability of the platform. MicroStrategy Parallel Relational In-Memory Engine (PRIME) is a re-engineering of its OLAP Services and can handle in-memory computing on a massive scale. It has a load rate of more than 7 terabytes per hour and does not require a star schema; clearly this is designed for big data analytics. The CIO of Facebook, Tim Campos, took the stage at MicroStrategy World to discuss his company’s use of PRIME and testified that it can analyze the large volumes of data from activity of Facebook’s billion members. Through PRIME and broader support for big data sources MicroStrategy is able to provide big data analytics that can exploit the span of sources including Hadoop, in-memory processing, appliances, non-SQL data, columnar databases and RDBMSs. MicroStrategy has made significant investments to support any source of data including the very long list of new ones in the big data and noSQL environments such as Cloudera, Hortonworks, MapR, MarkLogic, mongoDB and many others. I was impressed by how widely the company has expanded in embracing these sources. MicroStrategy also has been certified to access data from SAP HANA, which has a rapidly growing ecosystem. MicroStrategy should continue to market into the big data ecosystems, each of which has its own community. In mobile technology MicroStrategy made a series of announcements for new products now available. For example, MicroStrategy Analytics App for iPad furthers its ability to provide best-in-class mobile capabilities as does the self-service application MicroStrategy Analytics Express for iPad. Both are available in the Apple App Store, where you can download and try them. Probably more important is significant improvement to the computing experience of MicroStrategy’s native support for Apple iOS 7; it also supports transactional computing through widgets in the application. MicroStrategy Usher offers full support for identity management and secure access to applications, making this one of the most secure platforms for analytics and applications. MicroStrategy also will make technical support available on mobile platforms in an application coming soon through iTunes App Store. Our analysis of business intelligence for mobile technology confirms MicroStrategy’s leading position in this market. Our recently released 2014 Value Index on Mobile Business Intelligence rates MicroStrategy the top Hot vendor among the 16 we assessed. Mobile capabilities for using business intelligence are important to 69 percent of organizations according to our next-generation business intelligence research. Operating on Apple and Android devices while supporting Web browser-based support for Microsoft Surface devices puts MicroStrategy in position to gain a return from its mobile investments. In cloud computing, MicroStrategy ranks highly in adoption by very large corporations. But many organizations do not know much about its cloud offering compared to its on-premises and mobile approaches. Yet this is increasingly important: Our research finds in enterprise business intelligence 47 percent of organizations prefer on-demand access or applications hosted by the supplier. MicroStrategy needs to make its cloud presence known, and PRIME for large scale in-memory computing will be available exclusively in the cloud, which should highlight its efforts. To be more successful with its cloud offering the company will need to focus on the lines of business: sales, marketing, human resources, customer service, finance and others where cloud computing has advanced rapidly where business has used its operational expense budget to acquire applications and tools on the Internet. At MicroStrategy World a variety of speakers from customer companies discussed not only what they are doing in analytics and business intelligence but also how mobile technology is enabling a new class of applications for internal use and in relating directly to consumers; examples were fashion retailer GUESS and Gucci, which demonstrated its new mobile application for customer engagement. Also present was the CIO of McCain Foods, Roman Coba, who was the recipient of our 2011 CIO Leadership Award. The many presenters showed MicroStrategy does not lack customer validation of the use of its tools. For enterprise management of its technology the MicroStrategy Health Center continues to advance in diagnosing problems and suggesting fixes. Through diagnostics and alerts from the center, administrators can take action to resolve issues. For those serious about enterprise deployment of analytics for business and business intelligence in IT, this approach to support is essential. In addition, MicroStrategy is advancing in information optimization, which is about providing relevant and timely information to business users on any device at any time. Our research on the topic finds that analytics is the top driver in two-thirds of organizations and that information access in general is critical to more than half. Also MicroStrategy’s investments in Usher for identity management and applications like Alert are critical for interactions with customers; our latest customer engagement research finds that mobility and analytics are the top technologies companies will apply to this business priority. MicroStrategy is off to a great start this year with a solid portfolio of products and has made strong progress since my colleague Tony Cosentino analyzed its efforts. To realize its potential the company will have to market the portfolio of possibilities better, as the products are ready to help organizations. The only area that it has not invested is providing online collaboration among business users and analysts to streamline analytics and business processes and reduce the encumbrances of email and meetings. Generating more awareness on its support for discovery and exploration across big data both visually and interactively on data will help it grow even faster to meet the demand for analytics by business. If you have not examined MicroStrategy lately, try out its free products for cloud, mobile and Web environments. Regards, Mark Smith CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vrlogobug400x400-1.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Ventana Research Technology Innovation Awards Are More Than Cool", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2013/08/31/ventana-research-technology-innovation-awards-are-more-than-cool", "datePublished": "31/08/2013", "dateModified": "31/08/2013", "articleBody": "In the realm of technology that matters for business and IT, our firm as part of our responsibility continually assesses the latest technology and how it can impact organizations’ efficiency and effectiveness. Our benchmark research in technology innovation found that 87% of participants indicated the importance of increasing the organization’s value through technology innovation. Every year we take our knowledge from research and technology briefings to focus on our Technology Innovation Awards and determine the vendors and products that have the potential to drive change in the market, the competitiveness of an organization’s business and sometimes just how efficiently a company operates. Our firm believes that Innovation can come from any size technology vendor from the smallest to the largest that are measured on a spectrum of attributes that contribute to the specific impact of the technology. Our process with the Technology Innovation Awards is to separate out and find the vendors and products that have innovative technology that has the most potential and might be game changing or what might be just a necessity for organizations to use to compete in the market. We methodically assess and score those technologies according to more than 26 categories, and then rate and validate within each category to determine the winner of the Technology Innovation Award. Our methodology looks at the relevance of key aspects of technology, including people, processes, information and technology, along with any best practices for applying the technology and the resulting potential impact and benefits to organizations. To apply an additional lens on the technologies being assessed we also employ the technology evaluation categories (functionality, capability, reliability, manageability, adaptability, TCO and ROI, and vendor validation) that we use to methodically assess vendors and products in our Value Indexes. This year we have kept a closer eye on usability of technology and where it can have use across a larger number of individuals in an organization or easier to use for a specific set of people or department, as our research found that usability had the highest level of importance for technology and vendor consideration in 64% of organizations. Our award categorization makes it self-evident where the technology is relevant and is part of our research focus that is built around innovative technology, as I previously outlined. In the end our Technology Innovation Awards are not just about being a cool vendor but about having innovative technology in either a shipping product or one coming to market in the near future that is worth recognition. According to our research, almost half of organizations (49%) are planning to change the way they assess and select innovative technology for business and IT through 2014. With that backdrop let me introduce you to the Technology Innovation Award recipients for 2013 so you can see for yourself what technologies could change how your organization operates significantly. Business Technology Big Data: Hortonworks for Hortonworks Data Platform 2.0 Business Analytics: Datameer for Datameer v3.0 Business Collaboration: Peoplefluent for Peoplefluent Social Collaboration Cloud Computing: VMware for VMware vCloud Hybrid Service Mobile Technology: Kronos for Kronos Mobile Social Media: NetBase for NetBase Social Media Management Systems Business Innovation Office of Finance: Vertex for Vertex Enterprise Financial Management: Kyriba for Kyriba Enterprise Governance, Risk & Compliance (GRC): IBM for IBM Algorithmics Human Capital Management: Oracle for Fusion Human Capital Management Sustainability: Johnson Controls Inc. for Panoptix Operational Innovation Overall Operational Innovation: Globoforce for Globoforce Contact Center: Upstream Works for Finesse by Upstream Works Customer: VPI for VPI VirtualSource Marketing: KXEN for KXEN InfiniteInsight Sales: Xactly Corporation for Xactly Objectives Service & Supply Chain Excellence: Agility for Agility Multichannel IT Innovation CIO: Planview for Planview Enterprise 11 Overall IT Leader: Datawatch for Datawatch Panopticon Analytics: IBM for IBM SPSS Catalyst Business Intelligence: Roambi for Roambi Business Information Optimization: Informatica for Informatica Vibe Information Management: Information Builders for iWay 7 IT Analytics or Performance: SQLstream for SQLstream s-Server, s-Cloud, s-Analyzer and s-Transport Location Intelligence: Esri for Esri Maps Operational Intelligence: IBM for InfoSphere Streams v3.1 If you want to learn about technology innovation and see examples including from ones that received a Technology Innovation Award, come to our Technology Innovation Summit. At the summit you’ll learn why it’s critical to assess innovation and look beyond what you are doing today to determine where you can make changes to drive improvement. Our research found that organizations are changing the way they evaluate innovation technology mostly to drive business improvement initiatives (60%) and improve the quality of business processes (57%). If you want advice or guidance to help you leverage technology innovations, just let me know, as we are always happy to help organizations be smarter and faster. Congrats to this year’s award recipients for innovations that are worthy of our recognition and your time to see where they might help your organization. Regards, Mark Smith CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/2013_tech_innovation_award-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Oracle Aims To Simplify IT and Innovate Your Business", "mainEntityOfPage": "https://marksmith.isg-one.com/2013/05/01/oracle-aims-to-simplify-it-and-innovate-your-business", "datePublished": "01/05/2013", "dateModified": "01/05/2013", "articleBody": "I was recently at Oracle Analyst World which is the vendor’s annual gathering of technology industry analysts. Its executives and others in the products organization deliver the latest news on where the titan is focusing efforts to expand its technology and markets. This year, against the background of the consumer and business markets embracing mobile and cloud computing, Oracle is working to sound like a more friendly supplier that can help remove legacy issues and inefficiencies that plague CIOs and data centers. Oracle also used this forum to attract IT departments to the technology advances it has made across its deep and broad portfolio of products. Oracle has more than 3,900 software products and more than 3,000 software patents that indicate its significant investment in R&D. Now the company is beginning to release improved products more frequently, which most customers now expect from technology vendors. To analysts Oracle emphasized four enterprise imperatives: big data, cloud computing, mobility and social media. These are among the six technology innovations our firm tracks – Oracle does not prioritize advancements in the other two at the top level, business and social collaboration and business analytics, although it offers products for them and are part of its significantly large product portfolio. There was significant time spent discussing their engineered systems of server, software and storage technology, which are targeted to transform data centers. This is a big-money center of opportunity for Oracle as IT organizations strive to streamline data processing and be more cost-effective in operations. Oracle also is furthering vertical integration of its technologies. Speakers invoked analogies to Steve Jobs and the innovative efforts of Apple, but that is really not a relevant comparison, as the dynamics of consumer markets do not translate to the business aspect of technology, whether it is rented by business units or purchased and installed by IT and are not as easily convinced about vertically integrated technology for business. The two constituents of business and IT and their approach to software continues to evolving differently, as I recently assessed. But even so my analysis of Oracle’s imperatives comes in the context of simplifying IT while pushing innovation. Let’s look first at big data, a market that continues to grow across the spectrum of technology used to capture, store and access business information. Our benchmark research on the topic finds that the RDBMS has reached a saturation point, being used in 80 percent of organizations, while other technologies have smaller penetration but will grow significantly until the end of 2015: in-memory databases (22%), Hadoop (20%) and data warehouse appliances (19%) all will be deployed in that time. Our research shows that the expanding volume, velocity and variety of data are important across types of big data technology, and Oracle is investing to ensure that IT organizations see it as a viable option for all of them. Oracle is embracing Hadoop broadly, from loading to data services, to ensure it can utilize the HCatalog metadata and Hive-based methods in its business intelligence efforts. The latest Oracle Big Data Appliance, Oracle Exadata and Oracle Exalytics, which include its BI software, are designed to serve organizations that have limited resources and time to fine-tune their configuration. In my analysis Oracle has not been as aggressive as it could be on communicating the value of big data and now in conjunction with its acquisition of Endeca is beginning to focus on what we call information optimization, which ultimately is the value derived from big data, as I have pointed out. I also think Oracle should look at more tightly coupling big data with its business intelligence and analytics to help business analysts in using large amounts of data. For example, the largest needs for big data according to our research are what-if analysis and forecasting (44%), predictive analytics (41%) and visualization (37%). Oracle has products for all of these, but they should be part of a more integrated presentation and technology stack for organizations to use them more easily. In both big data and business analytics overall, where Oracle has a broad portfolio of products, its acquisition of Endeca shows real promise, achieving advances in information discovery, interactivity and visualization as well as self-service access to information. Oracle is working to make its BI products as appealing to the business side as they have been to IT organizations but still needs to make clear the value to analysts, let alone those in managerial or management roles. In this area improvements in the user experience are critical: According to our benchmark research usability is the top priority for organizations evaluating new software. My colleague Tony Cosentino recently covered Oracle’s latest release of business intelligence. He notes that it shows steps in the right direction but lacks integration or use of Oracle’s latest mobile and collaboration technology. Here the company cannot rely on the perspective of IT, which does not consider these aspects important; our business technology innovation research shows that the lines of business have them as two of the top three priorities. Not much is new in the mobile aspects of Oracle BI, although I pointed out at the beginning of last year that it needed significant improvement and requires more frequent updates. Oracle also is slow in advancing its analytic applications across ERP, CRM, EPM for finance and industry-specific analytics; users in these areas need to transition from tools and dashboards of charts to applications that help not just measure performance but act on and manage it more effectively. Oracle has decided to concentrate its more advanced analytics and visualization on operating against the Oracle Exalytics appliance. This limited approach could hinder its potential as business analysts are less interested in having an appliance package than in tools and software they can use for business analytics with big data or not. For cloud computing, Oracle is beginning to see returns on its investments in a range of engineered systems that can operate across private or public clouds in single or multitenant approaches; the approach also encompasses storage through archiving data to its Oracle Virtual Networking. Along with IBM, followed by HP and Dell, Oracle is working to turn its range of software into a competitive advantage and appeal to a growing population in IT that realizes it must emphasize usability of technology to meet the next round of business on a more timely and continuous basis. In the realm of business applications, Oracle is working to support them in whatever combinations users want, even in a single organization. It has made its global data centers available for any level of demand on a 24-by-seven basis. With the acquisitions of RightNow and Eloqua it has become relevant in customer services and marketing applications. Oracle’s intention is to supercharge its efforts in the B2C markets and to provide more choices for customers. It has continued development of its Social Relationship Management and utilization of social media but but hasn’t caught up with point providers Attensity, Clarabridge and Kana. I believe Oracle will also need to address multichannel contact centers and the dynamic aspects of customer interactions. Mobile and social channels are driving a new generation of technology that Oracle is not now competitive with. At the analyst gathering I heard almost no references to its efforts in sales force automation and other sales-related tools where Salesforce is sharply focused and Microsoft is rapidly advancing. In our 2012 Value Index on Sales Applications Oracle showed a very competitive offering and earned a tie at the top spot, but it cannot afford to be complacent here. In fact Oracle’s Fusion for CRM in sales has integrated forecasting (65%) and analytics (47%) more tightly than Salesforce, addressing the top two priorities of sales organizations found in our Sales on the Cutting Edge research. Oracle is more effective in its suite of applications for human capital management (HCM), which has fully integrated its purchase of Taleo; it now has a convincing discussion of its cloud services to help HR and all employees be more efficient. Oracle also has progressed with its Fusion Applications; as I pointed out last year Oracle Fusion applications are now available in on-premises, hosted and software as a service (SaaS) methods. I like the innovation in the mobile technology that it is showing in areas like HCM. My largest concern is the continued lack of focus on the Office of Finance; Oracle’s enterprise performance management (EPM) application is still embedded within its middleware approach to BI and those in finance are most interested in business applications for their processes. Oracle’s potential to help Finance is significant but the split of its accounting and finance applications for management and operations remains a barrier that is an organizational challenge for Oracle than the buying audience readiness to advance its application portfolio. It is positive that Oracle has gone beyond just virtualizing or cloud-enabling its applications into in-memory processing to take advantage of the growing potential of computing and memory capacity. Oracle sees its ability to handle data cache and grid in-memory as a competitive advantage, and its Oracle Database 12c and TimesTen can take advantage of D-RAM and Flash. In-memory capabilities are also important for accelerating the performance of its BI offering, which can now operate in a variety of options with its caching methods. Its acceleration of investment into in-memory and other next-generation applications for business comes just in time, as SAP continues its investment into Hana to power its applications. Oracle at this point seems to have a more comprehensive approach than SAP but will need to get these applications deployed in more organizations and build its customer reference base. Also, faster is not always better, and the usability and interactivity of the applications with the business processes will determine its future success. For business and social collaboration, the Oracle Social Network is just beginning to roll out as part of its applications, which according to our research is how businesses would most prefer to access this type of software. With rollouts coming in HCM and SFA, the next year will critical for Oracle to build a strong reputation in this category; over the last decade it made many attempts to satisfy the business audience, which in the end cares about collaboration as a business technology and not as middleware, which is how Oracle has classified it. While many in the industry including IT analysts have not prioritized collaboration as important, this is more of a result to their focus on the IT organization and not one of the needs of business to collaborate and streamline their business processes and actions that require rapid coordination and dialogue. Oracle is smart to make collaboration part of its business applications first, as this is the most frequently selected deployment method in 43 percent of organizations, but other approaches including integrated with Microsoft Office (40%) and embedded as part of business intelligence (28%) or a stand-alone product (23%) are not far behind; we conclude that many organizations prefer a mixed approach. I like Oracle’s use of activity streams, broadcasting and discussion forums, all of which are part of the new evaluation criteria for social collaboration in business as we see a shift from the outdated approaches of just sharing folders and documents or posting links to files within a portal. Oracle’s offering is well integrated and now with collaboration being the second most important innovation priority in organizations, there is opportunity for Oracle if it can move forward faster with what I believe now is a good business and social collaboration software offering. As Oracle’s opportunity grows with its range of new applications and tools for big data and business analytics, its challenges lie in marketing and presenting them to the business buyers who are leading a new wave of technology adoption; these people want to be spoken to in the language of business and time to value and will not be patient with technobabble. If Oracle can communicate with them, business buyers will find more than perhaps they expect in the Oracle portfolio of products and its ability to help them work better. Regards, Mark Smith CEO & Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_bigdata_big_data_capabilities_not_available-3.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Roambi Provides Digital Platform for Mobile Business", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2012/07/06/roambi-provides-digital-platform-for-mobile-business", "datePublished": "05/07/2012", "dateModified": "05/07/2012", "articleBody": "The demand for business information on mobile devices such as smartphones and tablets continues to increase, while the technology to support it has not. In our benchmark research on information applications, only 11 percent of organizations said they are very satisfied with their ability to provide such information, and their top two complaints with existing technologies are that they are too slow and not adaptable or flexible. The unique aspects of mobile technology, from the small screen size to the use of gestures for interaction, make for a complex technological problem. Roambi is a technology vendor active in this space, having been preparing and presenting rich information on Apple iPhone and iPad devices for several years, as I have written. Our firm recognized one of Roambi customers, Life Technologies, for business mobility in our 2011 Leadership Awards. It provides digital mobile access to rich information applications through Roambi Flow, which enables users to assemble information into a presentation, publication, application or whatever grouping they need to share with others. Roambi Flow can embed content, from text to images, to tell a story in a presentation or briefing book, or to create digital publications on a routine basis. Now, as the demand for delivering digital publications expands to marketing collateral, annual reports, market research and other documents, organizations need to further customize content for an unlimited number of people. To meet this need, Roambi has released Roambi ESX, which builds upon existing products Roambi Analytics and Roambi Flow to provide the means to reach a larger audience. Roambi ESX not only enables organizations to publish to their existing audiences of employees and customers but also provides commercial opportunities to generate new revenue streams. For example, organizations can create a branded experience by using a custom logo or graphic that users see when they review an application for download. Roambi has learned from its experience in publishing software to the Apple App Store and now enables organizations to publish their own applications. With this step, Roambi has entered the mobile information and application platform market. Roambi also recently released an extension to Roambi Flow to help businesses publish content from existing presentations that they already use on a daily basis. Roambi Present addresses shortcomings of the original applications, including the difficulty and slowness of assembling information into views and deploy them, as cited by almost half (47%) of research participants. Presentations made in Apple Keynote and Microsoft PowerPoint can be starting points for enrichment through interactive analytics. Typically businesses create presentations using these tools, then save them in presentation mode or in static versions through Adobe Acrobat. Roambi Present can examine an existing presentation, capture the slides’ formatting, layout and content, and prepare it for enrichment within Roambi Flow. Then, through placement of Roambi Analytics or its reports into the slides, users can present supporting content as part of the presentation. Roambi also supports embedding hot spots in link images, such as maps, to charts. As well Roambi’s security prevents access to a presentation or data from those who are not authorized. This expansion will make Roambi more popular with business analysts who use Microsoft Office to create and email presentations. This is a refreshing approach to helping businesses assemble and deploy richer information to mobile devices, and it comes as businesses increase their use of tablets, which are often the primary computing vehicle for many classes of employees. In fact, our business analytics benchmark research found that 38 percent of organizations demand analytics and metrics be available via mobile technologies. With Roambi, they can deliver this information in presentations without help from the IT department, which reduces the time it takes to get information to those who need it. Roambi exceeds the capabilities of many other technology vendors in the business intelligence space, who focus on publishing charts from existing reports within an IT-managed environment; today, that does not provide the flexibility or depth of content that many organizations need. If Roambi could add support for collaboration from within its deployed applications and also add Android mobile technology support they could grow even faster. As organizations realize that Microsoft Office and its business intelligence tools do not meet their emerging information needs or suit how their business analysts operate, they will look for tools like Roambi Flow and Roambi Present to help engage their mobile audiences. As organizations look to brand and deliver their own custom information applications, Roambi ESX will help them quickly reach a large and growing mobile audience. Roambi continues to advance the technology that businesses need to meet their pressing cycles for both accessing and publishing information and analytics digitally across mobile technologies. It establishes a new standard for mobile information platforms with its interactive and visual discovery tools and its process to assemble and deploy publications, presentations and applications. 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Mark Smith's Analyst Perspectives | Mobile