One of the major issues IT executives face is how to charge their departmental costs back to each part of the business according to their usage. It’s a touchy issue that can be the source of end-user disenchantment with the performance and contribution of the IT organization. Ultimately, charge-back friction can hobble IT’s ability to make necessary investments in new capabilities and become the primary cause of misallocated IT spending. The two risks are related: Unless an IT department can calculate the real costs of the services it provides to specific parts of the business and charge for them accordingly, it is almost impossible for line-of-business department managers to assign priorities to the “keep the lights on” part of the budget, so even low-priority maintenance or upgrade efforts can crowd out all but the most pressing needs. The issue of allocating IT department costs spills over to Finance, which typically handles the allocations in budgeting and profit calculations. As a first step toward establishing an effective means of funding the IT function, I believe the finance department must establish better methods of allocating IT costs. Eventually the proper allocation of IT costs also becomes an issue for senior corporate executives as well because it has a direct impact on how effectively a company uses information technology.
Topics: Performance Management, Office of Finance, Budgeting, Operational Performance, Analytics, Business Analytics, Business Intelligence, Business Performance, CIO, Enterprise Software, Financial Performance, CFO, CEO
Top Ten Best Practices Learned from 2011 Technology Market Chaos and Stupidity
While we will wait until January to publish our recommendations for the new year, we can digest the lessons learned in 2011 within the technology markets and with Ventana Research right now. That’s appropriate, since we at Ventana Research are committed to helping you with solid information and education. We help thousands of organizations make a better, faster, safer, smarter and more cost-effective environment for leveraging technology to its fullest extent. Our benchmark research worldwide across thousands of organizations of all sizes and vertical industries has found there is a lot more room for improvement than most realize or are addressing.
Topics: Sales Performance, Social Media, Supply Chain Performance, Sustainability, Market Research, IT Performance, Operational Performance, Analytics, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Business Technology, CIO, Cloud Computing, Customer & Contact Center, Enterprise Software, Financial Performance, Governance, Risk & Compliance (GRC), Information Applications, Information Management, Information Technology, Location Intelligence, Mobility, Operational Intelligence, Workforce Performance, CFO, Industry Analyst, Technology
SAP Must Translate Technology Advances into Business Use
At its annual Influencer’s Summit in Boston, SAP offered multiple perspectives on where the company’s strategy and products are heading. Overall, I was struck by the essential similarities to its message on its strategic direction a decade ago. The overarching objective in its roadmap now, as then, is to have information technology increasingly adapt to the needs of individual users and how they choose to execute established/repetitive or ad-hoc processes, rather than forcing them to adapt to the limitations of the technologies they are using. Back then the idea was to create a comprehensive process framework – a closely coupled approach. Today, it’s essentially the opposite, as SAP products run on an architecture that enables flexibility – a loosely coupled approach – both in how the computing infrastructure is organized and how people execute their tasks. It seems to me that this reflects the impact of having choices between cloud-based software as a service (SaaS) and on-premises systems and the need to enable access through a variety of devices (from desktops to mobile handhelds and tablets). Mobility is important both for people whose roles take them beyond the firewall (in sales, service and logistics, for example) and executives and managers who often find themselves managing by walking around. Tablets, smartphones and similar devices are attractive also because people consider them personal items and associate them with fun, whereas desktops and notebooks are corporate and work-related.
Topics: Performance Management, Planning, Predictive Analytics, Sales Performance, SAP, Supply Chain Performance, ERP, GRC, Office of Finance, Operational Performance, Business Analytics, Business Collaboration, Business Mobility, Business Performance, Cloud Computing, Enterprise Software, Financial Performance, In-memory, Mobility, Workforce Performance, finance, Risk, Financial Performance Management
Just when it seemed that Hewlett-Packard’s new management team led by CEO Leo Apotheker had a growing and solidifying technology agenda that included mobile computing, yesterday it all changed.
Topics: Sales Performance, Social Media, Supply Chain Performance, Sustainability, Google, Business Technology Innovation, IT Performance, IT Research, Operational Performance, Analytics, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, CIO, Cloud Computing, Collaboration, Customer & Contact Center, Enterprise Software, Financial Performance, Governance, Risk & Compliance (GRC), HP, Information Applications, Information Management, Information Technology, Location Intelligence, Mobility, Operational Intelligence, Workforce Performance, HP Touchpad, Digital Technology
HP’s New World Order according to Leo Apotheker
The new CEO of Hewlett-Packard, Leo Apotheker, has unveiled his vision of the future in the consumer and enterprise markets. His announcement carried some suspense after interviews in which he said “HP has lost its soul” and added that he will “get rid of cynics” inside HP who try to undercut his mission. Now Leo has defined what his company calls Everybody On, which is described as “seamless, secure, context-aware experiences for a connected world.” He intends that HP will reposition itself in providing a new generation of cloud services to interconnect its software and technology assets. HP of course is no small technology provider, with over $125 billion in revenue and a predominantly legacy and acquired software business worth over $6 billion. I want to provide some analysis of HP’s announcements in the context of what I see as the coming business technology innovations of this decade. My view overlaps with the HP vision. HP is expanding the territory of its business, focusing less on the enterprise software business of database, middleware and applications and more on the management and security of cloud services and software.
Topics: Sales Performance, Social Media, Supply Chain Performance, Sustainability, Business Technology Innovation, IT Performance, IT Research, Operational Performance, Analytics, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, CIO, Cloud Computing, Collaboration, Customer & Contact Center, Enterprise Software, Financial Performance, Governance, Risk & Compliance (GRC), HP, Information Applications, Information Management, Information Technology, Location Intelligence, Mobility, Operational Intelligence, Workforce Performance
The Business Intelligence Technology Revolution in 2011
The business intelligence (BI) technology market is undergoing a revolution. I’ve been working in this segment for 20 years, and it is and has been an exciting market in which to work, but its dynamic nature can be daunting to organizations trying to evaluate, purchase and deploy BI to improve their business processes. And despite the advances our benchmark research shows high levels of dissatisfaction with and immaturity in BI capabilities within organizations.
Topics: Sales Performance, Social Media, Supply Chain Performance, Business Technology Innovation, IT Performance, IT Research, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Business Technology, CIO, Cloud Computing, Collaboration, Customer & Contact Center, Enterprise Software, Financial Performance, Information Management, Information Technology, Mobility, Operational Intelligence, Workforce Performance
With IT Departments, Companies Get What They Deserve
One of the many interesting findings that came out of Ventana Research’s comprehensive benchmark research on business analytics was partly buried in an analysis of maturity groups. The Maturity Index of our research benchmarks classifies organizations at four maturity levels (from bottom to top, Tactical, Advanced, Strategic and Innovative) in each of four categories: People, Process, Information and Technology. We’ve conducted more than 100 benchmarks during the past seven years, covering thousands of organizations and gauging their maturity in performing important operations. We’ve consistently found an interrelationship among the people, process, information and technology dimensions in every major business issue. That is, companies that fall short in one dimension tend to fall short in others, and usually to the same degree, precisely because corporate pathologies are self-reinforcing.
Topics: Sales Performance, Social Media, Supply Chain Performance, Business Technology Innovation, IT Performance, IT Research, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Business Technology, CIO, Cloud Computing, Collaboration, Customer & Contact Center, Enterprise Software, Information Applications, Information Management, Information Technology, Mobility, Operational Intelligence, Workforce Performance
SAS and its Business Intelligence & Information Management Direction
I recently attended SAS Institute’s annual analyst conference. My colleague covered the multibillion-dollar company’s strategy and the event. Now I want to look into some of the details of SAS’s products for business analytics and how they are supported with business intelligence (BI), and information management. Although SAS is not a publicly traded company and therefore is not required to make the financial disclosures that others are, the company revealed numerous financial statistics. Business intelligence represents over $200 million in license revenue to SAS. That’s a significant figure, larger than publicly traded BI vendors QlikTech (NASDAQ: QLIK) and Actuate (NASDAQ: BIRT) have and smaller than but still in the same order of magnitude as MicroStrategy (NASDAQ: MSTR) and Information Builders. These figures are consistent with results in our benchmark research on business intelligence and performance management: 18% of our research respondents reported using SAS products, which places it in the middle of the pack.
Topics: SAS, Social Media, IT Performance, Operational Performance, Analytics, Business Intelligence, Business Performance, Business Technology, CIO, Collaboration, Enterprise Software, Information Management, Information Technology, Mobility, Operational Intelligence
Infor’s Hospitality Applications Software Business
The hospitality industry has a complex structure. It is highly fragmented, with many small operations but also a significant number of global companies. Moreover, a property can be managed by one company (the brand name over the door) yet owned by another, which might be a one-off local real-estate partnership or a larger-scale owner of multiple sites. The consumer side of hospitality has its own challenges as well, resulting from the dramatic shifts brought about by the Internet in how people worldwide buy travel and leisure services.
Topics: Performance Management, Sales Performance, Hospitality, Operational Performance, Analytics, Business Intelligence, Business Performance, CIO, Customer & Contact Center, Enterprise Software, Information Management, Infor
SAS Institute: The Multi-Billion Dollar Business Analytics Supplier
The just-concluded SAS Institute analyst summit (Twitter: #SASSB) provided the annual update on the company’s performance, strategy, products and customers. My analysis of last year’s event talked about its continuation of its product roadmap to new customer acquisition and the broadening of its underlying platform, applications and vertical solutions. SAS is no small-time mover and shaker when it comes to the analytics industry; it extends from technology to tools and applications across industries, which adds up to $2.4 billion in revenue. SAS’s growth was worldwide, with Canada and Asia-Pacific delivering the largest percentage revenue growth and Europe, Middle East and Africa representing the largest revenue for the company at more than $1 billion in revenue; U.S. revenue came in slightly lower.
Topics: Sales Performance, SAS, Social Media, Supply Chain Performance, Fraud, IT Performance, Operational Performance, Analytics, Business Intelligence, Business Performance, Business Technology, CIO, Collaboration, Customer & Contact Center, Enterprise Software, Financial Performance, Information Management, Information Technology, Mobility, Operational Intelligence, Workforce Performance, Risk
SAS Institute: The Multi-Billion Dollar Business Analytics Supplier
The just-concluded SAS Institute analyst summit (Twitter: #SASSB) provided the annual update on the company’s performance, strategy, products and customers. My analysis of last year’s event talked about its continuation of its product roadmap to new customer acquisition and the broadening of its underlying platform, applications and vertical solutions. SAS is no small-time mover and shaker when it comes to the analytics industry; it extends from technology to tools and applications across industries, which adds up to $2.4 billion in revenue. SAS’s growth was worldwide, with Canada and Asia-Pacific delivering the largest percentage revenue growth and Europe, Middle East and Africa representing the largest revenue for the company at more than $1 billion in revenue; U.S. revenue came in slightly lower.
Topics: Sales Performance, SAS, Social Media, Supply Chain Performance, Fraud, IT Performance, Operational Performance, Analytics, Business Intelligence, Business Performance, Business Technology, CIO, Collaboration, Enterprise Software, Financial Performance, Information Management, Information Technology, Mobility, Operational Intelligence, Workforce Performance, Risk
Last week SAP launched the 4.0 Release of its Business Intelligence and Enterprise Information Management products in conjunction with the New York City stop on its “SAP Run Better Tour”. My colleague Mark Smith has already covered the announcement in the context of some of today’s major technology trends. In this post, I’ll focus on the specifics of the product announcements.
Topics: Sales Performance, SAP, Social Media, IT Performance, Operational Performance, Analytics, Business Intelligence, Business Performance, Business Technology, CIO, Collaboration, Enterprise Software, Financial Performance, Information Management, Information Technology, Mobility, Operational Intelligence, Workforce Performance
SAP Retrofits Business Intelligence and Information Management to meet IT and Business Needs
SAP has reached a critical milestone in launching version 4 of its business intelligence (BI) and enterprise information management (EIM) product suite from its SAP BusinessObjects portfolio. These offerings, currently in final beta testing, will be released as a collection of software products by midyear.
Topics: Sales Performance, SAP, Social Media, IT Performance, Operational Performance, Analytics, Business Intelligence, Business Performance, Business Technology, CIO, Collaboration, Enterprise Software, Financial Performance, Information Management, Information Technology, Mobility, Operational Intelligence, Workforce Performance
Wall Street has many leading indicators to work with, some serious – such as housing starts and the purchasing managers’ index – and some done a bit tongue-in-cheek. One of the latter is the Super Bowl Indicator, which says that if a team from the original National Football League wins the game, the market will be up for the year, but if an old American Football League team wins it, the market will be down. The amazing thing is that so far this heuristic has an accuracy rate better than 75%! On the other hand, over time some venerable weather vanes become unreliable. For example, the “hem line theory” (that stocks rise and fall with the direction of this aspect of women’s fashion) lost its (ahem) legs, partly because fashion these days is much more anarchic.
Topics: Sales Performance, Salesforce.com, IT Performance, Operational Performance, Business Intelligence, Business Performance, Cloud Computing, Customer & Contact Center, Enterprise Software, Financial Performance, Information Management
SAP Energizes CRM with Analytics and Interactions, But Will It Work?
At the SAP Global Influencer Summit (Twitter #SAPSummit) that I just assessed the company addressed, among many other things, its SAP CRM vision and recent advances. SAP has shifted its focus from standard customer relationship management (CRM) to the customer lines of business where professionals increasingly see that the enterprise customer experience should span channels and processes in marketing, sales and customer service. SAP now is focusing on specializing its applications for a customer-focused set of business processes, which can be differentiated in its vertical industry solutions more than its horizontal CRM applications. This industry approach makes sense for SAP, which has not been able to tap into the new energy and applications in marketing, sales and service but is aware of multichannel customer requirements. Let’s start by looking about what SAP is focusing on in the customer lines of business.
Topics: SAP, Customer Experience, Operational Performance, Analytics, Business Performance, CIO, Customer & Contact Center, Enterprise Software, CRM
The Technology Stack and Innovation: SAP & The Rest
Vishal Sikka raised an important point about the software business during his remarks at the SAP Global Influencer Summit that my colleague just assessed (See: “SAP Elevates Technology Strategy for Enterprise Software and Solutions“). He contrasted the business strategy of consolidation that other companies are pursuing with his view of SAP’s strategy of innovation. In one sense, this assertion is an attempt to disparage Oracle’s and to some extent IBM’s approach to constructing an IT business portfolio, even though SAP itself has been a consolidator in recent years. (Business Objects and Sybase, for example, are significant components of SAP’s product universe and go-forward strategy.) However, I believe consolidation vs. innovation is an important point to consider as we enter the second decade of the 21st century because it points to the potential for a basic shift in the dynamics of the software business.
Topics: SAP, Analytics, CIO, Cloud Computing, Collaboration, Enterprise Software, Mobility, Uncategorized
SAP Elevates Technology Strategy for Enterprise Software and Solutions
At this year’s Influencer Summit (Twitter: #SAPSummit) SAP’s executive leadership team summarized the company’s progress in 2010 and described its plans for the coming year in a range of technologies. The event led off with co-CEO Jim Hagemann Snabe discussing by video from Germany the business and technology areas in which SAP expects growth in 2011. Jim focused SAP’s efforts in on-premises and on-demand delivery, mobility and in-memory computing, which are important to a new generation of products the company is bringing to market. He asserted that SAP does not need to acquire a lot more technology to innovate and grow its portfolio. While I thought the apologetic attitude about being late in updating SAP’s on-premise applications was unnecessary, the emphasis on its growth and technology was well communicated.
Topics: SAP, Analytics, Business Intelligence, CIO, Collaboration, Enterprise Software, Mobility
HP Gives Up on Business Intelligence and Analytics Markets
No one has seemed to notice that in the last several months, Hewlett-Packard has quietly made changes to its participation in the enterprise software market; this will significantly change HP’s value for CIOs and IT organizations in regards to business intelligence (BI) technologies.
Topics: Data Warehousing, IT Performance, IT Research, Operational Performance, Analytics, Business Intelligence, Business Performance, Enterprise Software, Governance, Risk & Compliance (GRC), HP, Information Applications, Information Management, HP Neoview
At its annual conference Oracle OpenWorld this year Oracle flexed its muscles as a technology giant. The company has been steadily growing through acquisitions to expand its database, middleware and applications, and the recent acquisition of Sun Microsystems gives it a way to sell hardware for servers and storage. This momentum is enabling Oracle to develop new streams of revenue, which were on display at OpenWorld in offerings such as a new generation of appliances from Oracle Exalogic for transactional computing and Oracle Exadata 2 for analytical processing along with the Oracle Exalogic Elastic Cloud. This move into database appliances provides a route to capturing market share, particularly from Hewlett-Packard and IBM. As well its market and technology consolidation efforts are paying off in strong financial growth, as shown in its results for the first fiscal quarter of 2011. The conference had hundreds of announcements and insights delivered in breakout sessions or customer presentations regarding all aspects of Oracle’s portfolio of applications, middleware and database technologies. Seeing the former CEO of HP, Mark Hurd, on stage as President of Oracle added to the sense that the company is making dramatic steps for the present and future (See: “Oracle Hopes Mark Hurd Brings New Herd of Business“). And while there were few references to the previous president, Charles Phillips, it is clear that his hard work sowed the crop for Hurd to harvest in marketing, sales and services.
Topics: IT Performance, Operational Performance, Business Intelligence, Business Performance, Enterprise Software, Information Applications, Information Management, Information Technology
It’s Alive!: A Look at Why the Software Ecosystem Matters to You.
With the ongoing spate of mergers and acquisitions in the software industry, I’d like to offer some perspective on what these acquisitions mean to software-purchasing organizations. Think of the software industry as a thriving ecosystem, with large software companies at the top of the food chain. Small companies are formed and, if they have an interesting idea and some good marketing, they grow. The really good ones may continue to grow and be independent, but most of the good ideas eventually get bought by larger, more established companies.
Topics: IT Performance, Operational Performance, Business Performance, Enterprise Software, Information Technology
Joining the Ventana Research Team and Community
Here’s a big shout-out to the Ventana Research community. I’m happy to be here. I think it would be appropriate to introduce myself and tell you a little bit about why I’m here and what I hope to accomplish as a member of the Ventana Research team.
Topics: IT Performance, Operational Performance, Business Performance, Enterprise Software, Information Technology
Looking forward to Oracle OpenWorld, I was recalling that about 20 years ago, when I started covering the software industry as a Wall St. analyst, I paid a visit to the company. There were many fewer database-shaped glass buildings there in Redwood Shores then but the lack of corporate focus on business applications and users remains unchanged.
Topics: Sales Performance, Supply Chain Performance, IT Performance, Operational Performance, Business Intelligence, Business Performance, Enterprise Software, Financial Performance, Information Management, Information Technology, Oracle, Workforce Performance
At the eye of the tornado of accusations, rumors and gossip in Silicon Valley that began with CEO Mark Hurd’s departure from Hewlett-Packard are the internal politics and lack of management procedures and oversight at the company. I have pointed out a connection not discussed elsewhere to issues around the enterprise software efforts at HP (See: “HP Scandal Reflects on Enterprise Software Issue“). Now with Oracle CEO Larry Ellison’s hiring of Hurd as president and appointment of him to the company’s board of directors, this topic comes up again because Mark will bring energy and ideas for advancement of Oracle’s technology portfolio. Larry continues to deliver interesting one-liners to the media, beginning at the time of the firing (“The HP Board just made the worst personnel decision since the idiots on the Apple Board fired Steve Jobs many years ago.”) and continuing as HP sues Oracle over Hurd bringing proprietary knowledge from there (“The HP board is acting with utter disregard for that partnership, our joint customers, and their own shareholders and employees. The HP board is making it virtually impossible for Oracle and HP to continue to cooperate and work together in the IT marketplace."). Larry is right that his move will impact the Oracle/HP partnership at many levels, but the war of words also shows the personal nature of high-stakes gamesmanship in Silicon Valley.
Topics: Sales Performance, Operational Performance, Business Performance, Enterprise Software, Information Technology, Oracle
The recent turmoil at Hewlett-Packard that went public with news of the resignation of CEO Mark Hurd is only superficially about the facts of the scandal or the question of who will be the new CEO, sexy as those issues may be. What it really shines a light on is the performance of the company itself. I wrote earlier this year (See: “HP Takes Technology Portfolio to the Clouds with New Growth Strategy”) about the challenges HP faces in building its brand credibility and gaining traction to advance its enterprise software business. Then in May, HP hired Bill Veghte from Microsoft to run its $3 billion software business unit. Bill and his boss Ann Livermore stated at the time, not surprisingly, that software is a strategic part of delivering innovation to customers. In my view that’s more a description of their goal than the then-current reality. In fact, HP has had a low profile in the software segment. Though the division gets its place on its Web site, many of us close-in watchers question claims that HP is a leader in any enterprise software category beyond data center and network management. Convincing us otherwise will require more than fancy words and sales collateral; Mark Hurd or no Mark Hurd, it’ll require walking the talk: having the people and products companies want – products that will make a difference.
Topics: IT Performance, Operational Performance, Business Intelligence, Business Performance, Enterprise Software, HP, Information Management, Information Technology
At its annual conference Oracle OpenWorld this year Oracle flexed its muscles as a technology giant. The company has been steadily growing through acquisitions to expand its database, middleware and applications, and the recent acquisition of Sun Microsystems gives it a way to sell hardware for servers and storage. This momentum is enabling Oracle to develop new streams of revenue, which were on display at OpenWorld in offerings such as a new generation of appliances from Oracle Exalogic for transactional computing and Oracle Exadata 2 for analytical processing along with the Oracle Exalogic Elastic Cloud. This move into database appliances provides a route to capturing market share, particularly from Hewlett-Packard and IBM. As well its market and technology consolidation efforts are paying off in strong financial growth, as shown in its results for the first fiscal quarter of 2011. The conference had hundreds of announcements and insights delivered in breakout sessions or customer presentations regarding all aspects of Oracle’s portfolio of applications, middleware and database technologies. Seeing the former CEO of HP, Mark Hurd, on stage as President of Oracle added to the sense that the company is making dramatic steps for the present and future (See: “Oracle Hopes Mark Hurd Brings New Herd of Business“). And while there were few references to the previous president, Charles Phillips, it is clear that his hard work sowed the crop for Hurd to harvest in marketing, sales and services.
Topics: IT Performance, Operational Performance, Business Intelligence, Business Performance, Enterprise Software, Information Applications, Information Management, Information Technology
At the eye of the tornado of accusations, rumors and gossip in Silicon Valley that began with CEO Mark Hurd’s departure from Hewlett-Packard are the internal politics and lack of management procedures and oversight at the company. I have pointed out a connection not discussed elsewhere to issues around the enterprise software efforts at HP (See: “HP Scandal Reflects on Enterprise Software Issue“). Now with Oracle CEO Larry Ellison’s hiring of Hurd as president and appointment of him to the company’s board of directors, this topic comes up again because Mark will bring energy and ideas for advancement of Oracle’s technology portfolio. Larry continues to deliver interesting one-liners to the media, beginning at the time of the firing (“The HP Board just made the worst personnel decision since the idiots on the Apple Board fired Steve Jobs many years ago.”) and continuing as HP sues Oracle over Hurd bringing proprietary knowledge from there (“The HP board is acting with utter disregard for that partnership, our joint customers, and their own shareholders and employees. The HP board is making it virtually impossible for Oracle and HP to continue to cooperate and work together in the IT marketplace."). Larry is right that his move will impact the Oracle/HP partnership at many levels, but the war of words also shows the personal nature of high-stakes gamesmanship in Silicon Valley.
Topics: Sales Performance, Business Performance, Customer & Contact Center, Enterprise Software, Financial Performance, Information Technology, Oracle
The recent turmoil at Hewlett-Packard that went public with news of the resignation of CEO Mark Hurd is only superficially about the facts of the scandal or the question of who will be the new CEO, sexy as those issues may be. What it really shines a light on is the performance of the company itself. I wrote earlier this year (See: “HP Takes Technology Portfolio to the Clouds with New Growth Strategy”) about the challenges HP faces in building its brand credibility and gaining traction to advance its enterprise software business. Then in May, HP hired Bill Veghte from Microsoft to run its $3 billion software business unit. Bill and his boss Ann Livermore stated at the time, not surprisingly, that software is a strategic part of delivering innovation to customers. In my view that’s more a description of their goal than the then-current reality. In fact, HP has had a low profile in the software segment. Though the division gets its place on its Web site, many of us close-in watchers question claims that HP is a leader in any enterprise software category beyond data center and network management. Convincing us otherwise will require more than fancy words and sales collateral; Mark Hurd or no Mark Hurd, it’ll require walking the talk: having the people and products companies want – products that will make a difference.
Topics: IT Performance, Operational Performance, Business Intelligence, Business Performance, Enterprise Software, HP, Information Management, Information Technology
