Tag: software

  • When artificial intelligence becomes pervasive

    Once upon a time computers were unusual, getting time on one was only for select employees of large corporations and scientists. Famously IBM’s Tom Watson forecast there would only be a need for five computers, although it seems he never said that.

    Today we’re surrounded by computers in everything from our cars and phones to our teapots and razors and now we’re considering how those devices will affect our future workforce.

    At the core of the discussion about computers and the future of work, is artificial intelligence. What’s notable though is it’s unlikely that AI is going to be an competitive advantage for technology vendors as the functions become built in.

    This is already being seen with Microsoft building AI into its databases and increasingly the intelligence is going to built into the chips themselves.

    In our recent interview with Xero founder Rod Drury, he flagged how AI is going to drive small business accounting. Drury was speaking at the Sydney AWS summit where the hosting company was showing off many of its AI driven services.

    While artificial intelligence is going to be embedded and almost invisible to the user, it is going to be important. A good example is Google’s struggle to maintain quality and honesty in its local search results, a process that is beyond the company’s resources if done manually.

    For the software vendors, the quality of their AI features is going to be one of their key selling points. This is why AWS, Amazon and almost company in the industry is announcing their own initiatives. Google itself should be one of the leaders in this field.

    As automation becomes increasingly taken for granted, artificial intelligence is going to be seen as a fundamental, and invisible, part of computing.

    While AI is going to be essential for the technology vendors, for users we won’t notice it as long as it works properly.

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  • Beating the shock clock

    Beating the shock clock

    With a range of tech companies floating as corporations lose their appetite for acquisitions, companies like Boomi which was bought by Dell in 2010 believe they have an advantage over competitors like Mulesoft which have to answer to the public markets at sky high valuations following their recent stock market listing.

    If Chris McNabb, CEO of Dell Boomi, is concerned about his competitor’s successful IPO, he wasn’t showing it when he spoke with Decoding the New Economy at a restaurant in a Sydney office park last week. With Mulesoft’s stock popping 45% on the first day of trade, attention was on how his company would react to such a vote of confidence in his market rival.

    “We continue to grow very rapidly, well north of market growth rates. I think you’ll see us consolidate our position at the top of most boards in terms of the number of customers. If you look at Mulesoft’s S1 (the company’s official stock offering document) it shows them with around 1,078 customers while we have 5,300 customers. We almost have an unfair competitive advantage.”

    Part of that unfair advantage McNabb cites is the breadth of services now offered by Dell’s merger with EMC where he flagged an increased push across the organisation’s sales team starting in the second half of this year.

    “For us to say six months ago that we’d sit here and say that the merger of two 25 billion dollar plus businesses could be bedded down is really saying something. I think it’s one of the best integrations that I’ve ever seen.”

    “For Boomi it’s been terrific and continues to be terrific. We get unequivocal support from executives, Michael Dell and the ELT – Executive Leadership Team – has been nothing but a hundred percent supportive.”

    “Now we’re looking at what we can do with the EMC Solutions sales team, what we can do with our brothers in the strategically aligned businesses, specifically Pivotal, Virtustream and VMWare. What are the opportunities to go to market more collaboratively with them?”

    Boomi’s recent ManyWho acquisition fits into that range of offerings and McNabb believes the workflow platform’s role as a tool helping CIOs manage their organisations’ transitions to cloud services will be a compelling offering.

    “Workflow automation – redoing business processes in a structured and an unstructured way – was always a key strategy of ours.”

    “Hybrid IT is here for the next ten years, so how do we enable it so customers can buy all the best of breed software they want yet still have a suite like experience?”

    “We believe hybrid IT is creating challenges for CIOs and as you  get all these different cloud applications from vendors you’re breaking apart your ERP and creating an integration problem and you’re creating a data management problem along with governance, API management and orchestration.”

    “It’s our vision to give CIOs the unified platform the necessary fundamentals in cloud services to address these issues.”

    With a solid market position in North America, McNabb sees the Asia-Pacific as the big growth driver for Boomi with channel partners leading the company’s expansion across the region.

    “Worldwide EMEA is going through a ton of growth and this region (APAC) is going through a ton of growth. Our expectation is this region will have the highest growth rates – Australia, New Zealand, South East Asia, these are key target areas.”

    “If I look at things strategically and how important the channel is to us, is it’s a force multiplier as it allows you to get entire teams being certified and ready to go across regions. It also helps execute in a better way in local markets, you have to be in a region in a big way and if you can get really good certified partners you can do that much better and faster than if you’re hiring and building it yourself.”

    Returning to the topic of Mulesoft, McNabb sees not being part of a publicly listed company as one of Boomi’s big advantages.

    “We don’t operate on a ninety day ‘shock clock’, we know what the market’s growing at, we know what our platform is capable of, we know we’re going to raise our targets. There isn’t increased pressure to perform.”

    “As it turns out, those in the public eye do have the ninety day shock clock to attend to and it will be interesting to see how those first, two, three or four quarterly reviews go. I’ll certainly be an eager listener to their investor calls.”

    Ultimately though, McNabb thinks Mulesoft’s IPO and it’s 45% pop on listing vindicates Dell’s ongoing investment in Boomi and the potential of the cloud integration marketplace.

    “I look at it as a terrific validation of the marketplace…. It’s good for everybody.”

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  • Facebook’s challenge in executing for the enterprise

    Facebook’s challenge in executing for the enterprise

    Workplaces by Facebook was is the social media giant’s enterprise collaboration service it hopes will put the company into the enterprise space.

    Like many similar products, the service is aimed at improving collaboration in the workplace. As the media release gushes, “the new global and mobile workplace isn’t about closed-door meetings or keeping people separated by title, department or geography. Organizations are stronger and more productive when everyone comes together.”

    On first impressions, Facebook should score some successes with the service however it’s success is far from guaranteed. As we’ve seen with other major company’s attempts to open new products, being the deepest pocketed player doesn’t automatically ensure a successful product.

    The Google example

    A common assumption when a behemoth enters a martketplace is will simply smother smaller competitors by virtue of its size.

    History shows this not always the case, Facebook itself thrived despite the huge threat posed by Google+, indeed Google is probably the best example of a large corporation that struggles outside its core business.

    Part of the reason for the idea of big companies easily squashing the little folk being a fallacy is that the smaller companies are more focused on their problem – for a corporation the division is one part of a broader operation run by managers, not owners.

    In such a marketplace, execution and management focus matter so Facebook’s success will depend as much on executive buy-in as the resources thrown at the product.

    Cost and complexity

    A notable thing about Workplaces by Facebook is its partner network, led by Deloitte. This is not a good sign.

    The need to have consulting partners – particularly huge and expensive companies like Deloitte – is not an encouraging sign for the nascent service and may be a barrier towards adoption.

    A separate issue in Deloitte’s involvement is how cloud services, which we include Workplaces by Facebook, are buddying up with the major consulting firms with everyone from Huawei to Oracle entering arrangements. While this might help partners squeeze a few more pennies out of their hapless clients, it’s doesn’t seem to be in the vendors’ or customers’ interests.

    Trust

    What happens to users’ data is a perennial problem for Facebook and it’s notable this issue isn’t mentioned in the announcement.

    Facebook’s success shows consumers are relaxed about how the company uses data but that attitude may not be shared by managers and business owners.

    The proprietor of one reasonable sized startup said, “I have a slight concern about giving Facebook any access to my company information. Whilst it has been fine from a personal perspective I feel the trust level is not strong enough to warrant handing over access to, effectively, everything.”

    Overcoming that objection may be one of the biggest challenges for Facebook being accepted as an enterprise tool.

    Becoming an enterprise service

    Facebook’s push into the enterprise isn’t surprising and indicates that as the company matures, something more than the advertising funded consumer market is needed to drive its growth.

    That consumer background is a strength for Facebook as the consumerization of enterprise software is an established trend. Having an interface and tools that are familiar to most staff is very attractive to managers looking at introducing new platforms with the shallowest possible learning curves.

    However the ultimate question is what need does Workplaces by Facebook address? There’s no shortage of collaboration platforms that offer most of the futures offered by the platform.

    If Workplaces by Facebook does address a genuine need in enterprise workplaces and the company’s management can maintain its focus on the product then the service may be a success. That isn’t a given though.

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  • Tools for new businesses

    What are the basic online tools for business? Here’s a quick list on what small and startup businesses can use to get online quickly and cheaply. This list will be updated regularly and please let us know if there’s anything we should add.

    Email

    Gmail

    Documents

    Google Docs

    Microsoft Office 365

    Open Office

    Storage

    Google Drive

    Dropbox

    Box

    Websites

    Blogger

    Wix

    WordPress

    Accounting

    Xero

    Saasu

    MYOB

    Social media

    Google My Business

    Facebook

    LinkedIn

    Collaboration

    Slack

    Trello

    Jira

    Basecamp

    Messaging

    What’s App

    Workplaces @ Facebook

    Google Hangouts (being depreciated)

    Analytics

    Google Analytics

    KissMetrics

    Tableau

    Customer support

    Zendesk

    Desk.com

    Payments

    PayPal

    Stripe

     

     

     

     

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  • Seeking salvation in the cloud

    Seeking salvation in the cloud

    Oracle CEO Mark Hurd’s keynote at the company’s Open World conference in San Francisco yesterday illustrated a problem facing businesses around the world and its effects on enterprise software vendors like the one he heads.

    “Standard and Poor’s top five hundred companies’ revenue growth is at one percent, their earnings growth is five percent.” “It means what? Expenses are going down.”

    “This is the problem that the CEO has,” he says. “Why is it hard to grow revenue. All your investors want you to grow earnings and deliver growth. They have little patience for any long story about why it’s so hard.”

    “They don’t care about any issues you may have. Grow earnings, grow cash flow, grow stock price. That’s it.”

    Growing in a slow market

    As a result of that the easiest way to grow earnings is to grow revenues but when global GDP and markets are flat, the only way to grow is to gain market share, Hurd says. “We have to know the customer better, we have to do a better job of marketing and we have to do a better job of aligning our goods and services to what our customers want. We have to improve our products and processes.”

    That imperative for companies to cut their operating costs has had a brutal effect on enterprise IT budgets, “over the past five years, the growth in enterprise IT has been flat.” Hurd says, “the growth in spending has been basically zero.”

    Customers drive the market

    Like many things in the tech industry, the sector’s growth focus has shifted to consumers, “consumer spending on IT has almost quadrupled in the past decade. So while companies are sort of flat, consumers have been spending like crazy.” Hurd observes, “consumers are more sophisticated, more capable, more knowledgeable and expect better services than ever before.”

    “Your customer experience is not being defined by your competitors but by technology fuelled consumers. For instance, AirBnB may be defining customer experience for the hospitality industry.”

    “People are using a lot of social technologies in their personal lives,” “we expect ease of use, simplicity, clean interfaces are now things we expect in the enterprise side.”

    Crimping innovation

    In the enterprise IT sector, Hurd believes the flat market means many companies catering to the corporate market are skimping on Research and Development which in turn is crimping innovation, a factor compounded by cloud providers taking an increasingly larger share of the market.

    This is underscored by cloud leader Amazon Web Services spending over ten billion dollars a year on R&D. Hurd’s boast that Oracle is spending half of that shows how the legacy players are struggling.

    What stands out in Hurd’s keynote is how legacy providers see cloud computing as their salvation. However Amazon’s dominance in that space is a major obstacle for them.

    For consumers, big and small, the shift to the cloud has been a good thing in shaking up the existing industry and making new technologies more accessible to smaller customers. For existing businesses like Oracle, there’s a challenge in adapting to a lower margin, commoditized and quickly changing market.

    A bigger question though facing all large corporations, not just software companies, is this new normal of low economic growth. Succeeding in that environment is going require a completely different management and investor mind set to that of the last seventy years.

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