I recently attended Oracle OpenWorld for the first time in several years. The message at this year’s event was clear: Oracle is all in on the cloud. I had heard the message, but I didn’t get the full impact until I arrived at the Moscone Center in San Francisco. All signage at the event contained the word “cloud,” and Oracle issued 18 press releases in conjunction with OpenWorld related to cloud computing. I also found out that Oracle has its own definition of “cloud.”
Effective capital planning and capital investment are vital to a company’s long-term success. The choices a company makes in this regard – how much to invest and in which facilities or projects – almost always have a profound impact on its competitiveness and performance. Because they have limited financial resources, well-managed companies take pains to ensure that these decisions support their long-term strategies and are made as rationally as possible. To do this they must have a disciplined approach to assigning priorities to capital investments within the context of the company’s specific strategy and objectives, as well as the ability to easily identify and eliminate unnecessary projects or excessive spending. And since business environments are dynamic, companies must also continually review their investment portfolios to assess their performance to plan and their strategic value while they also consider new investments to support and expand the existing long-term portfolio.
I have been involved in the call center and customer engagement market for more than 25 years, first as a consultant and systems integrator and for the past 11 years as an industry analyst. There have been lots of changes in that time but never as many as in the last 12 to 18 months. A simple illustration of the change is how I group vendors.
Aspect is a well-established global provider of contact center systems. Its portfolio of products includes applications for contact centers, self-service, workforce optimization and analytics. In May the company announced it has gained clearance for restructuring its debt, which means it is in a better financial position to invest in its products and global ecosystem of partners, to the benefit of its customers and new prospects. In a recent briefing Aspect’s SVP and general manager of workforce optimization, Mike Burke, asserted that the restructuring will benefit its customers and cited healthy numbers around its pipeline, sales and revenue, including significant recurring revenue from sales of cloud-based products.
Like many other industry observers I’ve heard overblown claims for information technology for decades. However, I’ve also observed that – eventually – reality catches up with vision. Finance and accounting departments are particularly resistant to change, yet because almost no corporations use adding machines or typewriters any more, it’s clear that transformative change can happen. Nonetheless, because users of business computing systems are inundated with “it’s better than ever” promotions by vendors, journalists and industry analysts, may have grown jaded and disbelieving. In the case of ERP systems that help run many organizations, that is too bad because we are finally at the point of a fundamental change in this business-critical software category.
Topics: Social Media, Supply Chain Performance, Human Capital, Mobile Technology, Office of Finance, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Performance, Cloud Computing, Financial Performance