Posts Tagged information management
You say you already have a plan in place to guard your company’s data? Are you sure it has you adequately protected? While you certainly understand the need for data security – your sales challenges are tough enough without exposing your customer’s credit card information to a security breech, for example – the chances are good that in 2010 you will consider various options for improving the security of your data. If you are going to protect your company’s most valuable asset — your data — you will begin to view data security as a component of a more comprehensive information governance strategy.
The risks of internal or external threats to your company’s data are becoming more complex as the depth and breadth of your information expands rapidly and your data is shared with business partners, suppliers, and customers. In addition, as companies begin to take advantage of cloud services for some of their workloads, additional complexity is added to the multitude of security concerns. Many companies have deployed a disjointed approach to securing, controlling, and managing its data making it hard to anticipate and prepare for constantly changing security risks. There are lots of different ways that unauthorized users may enter your network or otherwise steal your data. Many companies typically have a distinct solution to combat each one individually and typcially can’t each of themprotect against all of them and. For example, access control, data encryption, network traffic monitoring, vulnerability testing, and auditing may all be monitored with independent applications.
There is a good reason why many companies find they need to deploy lots of different solutions to effectively govern its information. Some of the most innovative solutions have come from emerging companies who have built a niche around a particular vertical market or some segment of the information security market. So you deploy the best solution for you biggest challenges and move on. However, as you begin to think more holistically about your needs for information governance, you will want to ensure that information security solutions are well integrated. This is one reason why emerging companies with an information security solution have become desirable acquisition candidates for larger software vendors.
Guardium, a privately-held company based in Massachusetts, is one of the most recent examples of this trend. When IBM announced its acquisition of the company in the last week of November, Guardium moved from a fast growing startup to one of the pillars of the IBM information governance strategy.The company’s technology helps clients with some of the most challenging issues around unauthorized access to critical data. Their solutions provide secure access to enterprise data – across many different database environments such as IBM, Oracle, Microsoft, Teradata and others. In addition, customers can reduce operational costs by automating regulatory compliance tasks. While many companies may have the ability to monitor one database at a time, Guardium brings added value by enabling companies with complex environments to monitor databases across their organization.
This acquisition aligns well with IBM’s strategy to provide customers with a well-integrated and comprehensive approach to information management. IBM has spent in the range of $12 Billion over the past five years to add software assets that will help companies to make more intelligent decisions and realize more business value from their information.
After just returning from IBM’s Information on Demand (IOD) Conference in Las Vegas, I would like to take this opportunity to virtually whisper just one word in the ear of a current day Benjamin Braddock, “analytics”. Many businesses have spent the past 25 years or so automating and streamlining business processes in order to drive improvements in efficiency and productivity. But now, it is becoming apparent that these businesses expect their future success will increasingly depend on how skillfully they manage, govern, and analyze information. Businesses are applying analytical techniques to business information to help reduce risk and increase the certainty that they are making the right decisions.
IBM has, in fact, spent $12 Billion in software investments (both organic multiple acquisitions like SPSS, Cognos, Filenet, iPhrase, and Ascential Software, just to name a few) over the past 4-5 years to ensure it will be able to support its customers in their quest to unlock the business value of information. In addition, in April of 2009 IBM announced a new organization comprised of 4000 consultants focused on advanced business analytics and business optimization – teams with skills in applying business intelligence technologies like mathematical modeling, simulation, data analytics, and optimization techniques.
In an era of intense competition, tight credit, and cost concerns across global and vertical markets, this focus on getting the most value from the information you have makes a lot of sense. Companies find they are processing more information than ever before, but less of this information is being accurately and adequately used. The quantity of available data that a business needs to manage and understand has skyrocketed along with the increase in instrumented and intelligent products. For example, RFID tags that are embedded in manufactured products, plants and animals generate an enormous amount of data in efforts to control inventories and improve security and safety. Trying to make decisions with inadequate, inaccurate, or untimely information is like driving a fast sports car down the highway with a very large blind spot impeding your view of the truck approaching on your side. You need to know about the obstacles that might appear in your pathway before you try to make a “real-time” correction and steer your car (or your business) of a cliff. So, students and business leaders alike please take note, I see some “analytics” in your future.
With all of the acquisitions happening in the business intelligence space, customers are in a state of confusion. What do all of these changes mean — both short term and long term? In my view, it is best to take a pragmatic approach to this changing market landscape. This acquisition spree in BI is impacting as many as 80,000 customers who use business intelligence software from Hyperion, Business Objects, or Cognos. What should customers be asking their vendors about the future directions of their products? All three BI vendors have either just been acquired or are soon to be acquired by three large IT companies – Oracle, SAP, and IBM, respectively. Is it business as usual or do the IT managers need to alter their business relationships and plans for business intelligence implementations now that a wave of consolidation is underway?
Customer concerns about the re-alignment in the business intelligence area tend to fall into three categories: impact on legacy environments, impact on future buying decisions, and technical innovation. Management issues will vary with how business intelligence software has been deployed at their companies and how well integrated this software has been with other information management software.
Legacy environments. Many companies tend to use BI tools for traditional management reporting. In general, they like to stick with what they know and what their users are trained to use. Therefore, they want to be assured that they can continue using the familiar reporting tools in the same way. While most managers assume that once an acquisition is complete, there will be new operating efficiencies. What they don’t always know is whether those efficiencies will translate to savings. They also would like to understand how the company might benefit from the fact that a larger company with more resources has bought the company they have been dealing with. How will my company benefit from the acquisition? Will there be any changes in the sales and service teams? What about pricing issues and planned upgrades?
Typically, it will take a while before changes are evident. For example, if you are getting good value from your use of Crystal Reports—the Business Objects’ reporting solution designed to support business modeling, analysis, and decision making – it really may not matter to you which company purchased Business Objects.
Ironically, some of the most important issues that might emerge happen when customers merge with each other. For example, one company might have standardized on Cognos for its analysis and reporting while the company being acquired uses Business Objects as a standard. Since large enterprises rely on business intelligence software to gain insight into production, sales, revenue, or other data across divisions and subsidiaries, too many tools may make decision making more difficult.
It is interesting that these acquisitions are hitting the market at the same time that companies are trying to move from a departmental view of data to an enterprise perspective. A unified and standardized approach to information management across the enterprise is becoming a top priority. Companies that have accumulated many different BI vendor software may use this time of change to re-evaluate a BI strategy.
Typically companies are used to managing multiple software components from multiple vendors. The expectation is that the consolidation of two or more of a single vendor will lead to benefits resulting from the tighter integration of the products. This is often the best outcome in terms of support, training, and management. However, this is typically a multi-year effort by the vendors building a unified portfolio based on acquired software. As businesses move from a traditional siloed single purpose data warehouse to information integration and analytics, having one vendor to call is often a welcome change as companies try to simplify the management of its infrastructure.
Impact on Future Buying Decisions
The situation may be a little different if a customer is in the middle of a proof of concept (POC) for a project designed to develop a single view of a company’s customer base. How will the recent acquisitions in the business intelligence market impact how businesses to move forward?
Consider the example of a large bank that had recently made a significant acquisition. The bank wanted to understand its most profitable customers across the newly merged company. Customer history and sales data was retained in a siloed manner by line of business and there was no integration between the data for the two companies. This company used Cognos for many of their executive level reports, but now management had raised concerns about data quality.
In order to develop a single view of customer they needed to look for incompatibilities and inconsistencies in the disparate data sources. These data sources needed to be integrated and IT needed to assure the business that the information was accurate, complete, and trust worthy. The bank selected Informatica to provide the software needed to help with the integration and to improve the quality of its data.
Informatica has a comprehensive solution for data integration and data quality. In addition, just a few months ago Informatica and Cognos announced an expansion of their strategic relationship. This partnership fit well into the CIO’s priority to consolidate all the many disconnected vendors in use in IT and to ensure that the integrations between different applications are as tightly integrated as possible. Now, suddenly Cognos is part of IBM and a direct competitor to Informatica. What should the CIO do? Certainly IBM is committed to supporting all of Cognos’ existing partnerships. You should not have to change your plans because of the acquisition, however there are questions to ask about how things will change in the future.
All the BI vendors mentioned above have well-established partner relationships with emerging information management software companies. There has been a lot of customer support for the creation of tighter integrations between the information management infrastructure and the business intelligence layer. Companies have recognized that the reporting structure becomes meaningless if the supporting data cannot be trusted.
The partnerships have been important because much of the important innovation comes from small emerging companies. Partnerships with major players makes it easier for the company to leverage innovation with lower risk. The established players can provide the integration with the analytics and reporting technology. As companies attempt to unlock much of the data that has been previously unreachable at the enterprise level, it will become much more important to have a unified approach to information quality, information integration, and business intelligence. Market consolidation will help ensure that innovation is better utilized in a predictable manner.