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"Failure has been around since the time two people first starting working and collaborating together, so it’s safe to assume that it’s going to be with us in 2010. Let’s spend a few moments thinking about and predicting the shape of failure in the coming year."
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Next year, organizations will continue to buy heavy-duty backbone systems from major vendors, such as SAP and Oracle, and some percentage of those implementations will just not meet expectations.
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Relationship failure arises when a cloud vendor does not follow through on service quality, pricing, or other commitments. Service availability fails when the the cloud vendor goes down, effectively locking the customer out from his or her own data.
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In order to capture the enterprise markets, some of the vendors are shifting towards a Private SaaS approach.
This brings into focus the very definition of Private SaaS itself. I would like to offer the following simple definition but it is bound to get many pundits worked up.
Though the theme of today’s meeting is “Is Social CRM for Real?”, I suspect that many of the people at today’s meeting will actually be thinking “What exactly is Social CRM and what does it mean to me?” Of course this question has been asked and answered in a number of blog posts by various members of the SCRM community, but the perspective of the IT department has been largely ignored. So in preparation for today’s meeting I thought I’d take a pass at trying to explain what Social CRM means from an IT department perspective.
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From a business systems point of view, becoming a socially-driven business requires that you re-think and re-engineer your business systems and processes in order to take advantage of Web-based social tools, technologies, and concepts.
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With Enterprise 2.0 tools the asset being leveraged is employees. With Social CRM the asset being leveraged is the customer.
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However, SaaS is not an optimal solution for every business problem and every customer. Providers need to look in the mirror and be brutally honest with themselves about the motivations around their SaaS strategy and its relevancy to the customer. I’ve already heard of instances of business changing hands between E2.0 vendors at this early stage in the game, for these very reasons.
While granting that "clouds are very cost-effective" for small and medium-sized companies, McKinsey argues that a large company would spend considerably more today if it were to shut down its data center and run all its applications out of a utility-computing cloud.
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Nevertheless, the McKinsey analysis is a valuable one, not least because it underscores how early we are in the development of the utility-computing grid - and why we shouldn't expect large companies to begin shutting down their data centers any time soon.
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The real opportunity that the cloud offers large companies today is as a supplement or complement to their in-house operations rather than as a complete replacement
Forrester determined 13 areas where SaaS applications are making headway. These include:
* Archiving and eDiscovery
* Business Intelligence (BI)
* Collaboration
* CRM
* Digital asset management
* Enterprise content management
* Enterprise resource planning (ERP)
* Human resources
* Integration
* IT management
* Online backup
* Supply chain management
* Web content management
* Web conferencing
This is an interesting issue to consider and I’ve come up with my Top 10 Challenges for IT departments around Enterprise 2.0. This is by no means an exhaustive list - it’s just my own perspective after a fascinating day thinking about Enterprise 2.0 in the light of my own experiences.
Le concept de « cloud computing » s'est propagé avant d'avoir été clairement défini. Mais si vous êtes de ceux qui croient au mirage, il est sans doute temps d'y regarder de plus près.
Entièrement axé sur l'efficience, le cloud computing permet de déployer un système unique aussi bien qu'une quantité massive de ressources informatiques afin de les rendre accessibles à la demande, en temps réel et pour un coût abordable. Dans la mesure où les stratégies de « cloud » les plus performantes s'appuient sur des concepts et des outils déjà bien connus des développeurs, ce paradigme est susceptible de redéfinir la relation unissant l'organisation informatique aux équipes de développement et aux unités opérationnelles qui dépendent d'elle. L'organisation informatique s'assure en effet des gains d'efficience et des points de contrôle supplémentaires, tandis que ses clients accèdent à un nouveau degré de simplicité et d'autonomie dans leur utilisation des services.
So, here’s my read of the Enterprise Web 2.0 trends based on many conversations with my clients and vendors. I will focus specifically on wiki and social networking tools used to improve internal collaboration and knowledge sharing. These are gaining momentum and acceptance within the enterprise.
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There will be a slowdown of IT-driven collaboration projects in 2009. But there will be increased interest in business-driven collaboration projects.
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However, for business-driven internal enterprise Web 2.0 collaboration projects, I see growth. Why? Because the business will find their collaboration needs to grow in 2009, while they see IT providing them with fewer services. Collaboration needs grow as a result of layoffs, mergers, and deepening external partnerships (requiring new infrastructure to collaborate outside the firewall with trusted, external partners). And this happens while IT’s services shrink as a result of layoffs, a focus on streamlining operational costs, while not taking on new projects.
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Le blog Read/Write Web a eu la gentillesse de publier un compte-rendu de la conférence Office 2.0 qui s’est déroulée ce mois à Boston ( Office 2.0 Day 1 et Office 2.0 Day 2). Plusieurs tendances lourdes semblent émerger ou se confirmer.
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- L’avantage sur les coûts est significatif. Exemple avec une société de 150 personnes qui a investi 1,5 M $ dans une plateforme Siebel alors qu’une autre ayant déployé SalesForce sur 130 personnes ne débourse que 140K$ par ans.
- Les meilleurs candidats au modèle SaaS sont les sociétés technologiques, les sociétés de service et les sociétés à forte croissance / saisonnalité
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- Un modèle de gestion de projet fédérée où chacun s’organise comme il le souhaite (avec ses outils), le système se charge alors de syndiquer les données et informations ;
- Des interfaces et outils très simples à utiliser permettant d’alléger la charge de travail administrative du chef de projet (manipulation de nombreux fichiers, gestion des versions des documents, time sheet…) et de se concentrer sur de la vraie gestion de projet (les aspects humains).
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Inéluctable, l'introduction du web 2.0 en entreprise ne va pas sans poser des problèmes sécuritaires, juridiques et, surtout, organisationnels. Spécialistes et sociétés pionnières livrent leurs conseils.
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