Part 1 of this series introduced SuccessFactors, a public provider of software as a service (SaaS) talent management solutions. The article first analyzed the vendor’s evolution from its traditional People Performance realm to the seemingly more opportune Business Execution (BizX) province.

Then the article talked about SuccessFactors’ diverse product editions (tailored to satisfy companies of all sizes) and detailed the two core modules of the SuccessFactors BizX suite of applications: Performance Management and Goal Management. These two modules serve as the foundation for the BizX application suite, since visibility into employee performance and organizational goals form the necessary basis for other talent management activities.

Part 2 then analyzed additional BizX modules (i.e., recruiting, learning & development, compensation, and succession planning), some nice-to-have capabilities, and the most recent developments, such as the 2010 tuck-in acquisitions of Inform, CubeTree, and YouCalc. 

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In 2008, I wrote a four-part series that explained in great detail Microsoft’s platform technology pieces, commonly used in Microsoft Dynamics and many other enterprise applications. Primarily, these “plumbing” tools were Microsoft SQL Server, SharePoint, and Office within enterprise resource planning (ERP) and customer relationship management (CRM) applications, while Visio and SharePoint have also been embedded in a plethora of business process management (BPM) solutions.

Mid-2010 marked the business launch of Microsoft Office 2010, SharePoint Server 2010, and Visio 2010. For the hundreds of thousands of people around the world who use some combination of Microsoft Dynamics ERP, Microsoft Dynamics CRM, Microsoft Office, and Microsoft SharePoint Server to run their businesses, that announcement signaled new opportunities to increase productivity.

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Part 1 of this blog series talked about my attendance of Dreamforce 2010, salesforce.com’s annual user conference, which has over the past several years become a highly anticipated and entertaining end-of-the-year fixture for enterprise applications market observers. My post concluded that while Dreamforce 2009 was mostly about continued growth of the cloud computing trailblazer and unveiling of Salesforce Chatter, the company’s nascent social platform and collaboration cloud (as duly covered by my blog series), the overall Dreamforce 2010 theme was cloud proliferation (and salesforce.com’s further diversification).

In his blog post, Louis Columbus states that at the center of Dreamforce 2010 was the transformation of salesforce.com into an enterprise cloud platform provider, starting with endorsing open application programming interfaces (APIs) including REST (Representational State Transfer), which its developer community had reportedly been requesting for over a year. Moreover, after realizing the proprietary nature of its Force.com cloud platform (and its Apex code), salesforce.com CEO Marc Benioff and his co-founder Parker Harris have recently decided to decouple Force.com into a more open application layer, for platform as a service (PaaS) purposes and a database layer for providing infrastructure as a service (IaaS). 

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Part 1 of this blog series introduced ClickSoftware Technologies (NASDAQ: CKSW). Until recently, the software company focused solely on workforce and service optimization solutions for large field service companies. Gradually, via both internal development and a few appetizing acquisitions in 2009, the vendor has added a few important growth engines, such as mobile computing solutions, shift planning (rostering) solutions, and solutions for the Small to Medium Businesses (SMBs). 

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Dreamforce, salesforce.com’s annual user conference, has over the past several years become a highly anticipated and entertaining end-of-the-year fixture for the enterprise applications market observers (surprisingly, Dreamforce 2011 will take place in late August, and let’s see how that new timing will feel). Namely, in these prolonged times of bad economic news and businesses recoiling across the board, one could always enjoy the unusually high attendance and upbeat and “never a dull moment” atmosphere of the multi-day event, courtesy of salesforce.com’s CEO Marc Benioff and his executive team.

While Dreamforce 2009 was mostly about the continued growth of the vendor and the unveiling of Salesforce Chatter, the company’s nascent social platform and collaboration cloud (as duly covered by my blog series), the overall Dreamforce 2010 theme was the cloud proliferation (and salesforce.com’s further diversification). Needless to say, this was in addition to the theme of continued growth. 

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My recent series of tutorial articles entitled “Navigating Between Service Management Scylla & Charybdis” and “The Magic Behind Planning and Executing (Optimal) Service Supply Chains” have drawn solid interest and valuable feedback. Along similar lines was the series on general workforce management (WFM) systems (i.e., not necessarily only in field service) entitled “Integrated Workforce Management (WFM) Platforms: Fact or Fiction?”

The software vendor whose work and solutions largely inspired the first two series is ClickSoftware Technologies (NASDAQ: CKSW). With its recent acquisitions (to be explained shortly), ClickSoftware has also become somewhat related to the latter series on general WFM considerations. 

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One of the major takeaway messages from salesforce.com’s recent Dreamforce 2010 conference was the company’s diversification within the platform-as-a-service (PaaS) space. Namely, during their keynote presentations, the company’s executives admitted publicly to the Force.com platform’s proprietary nature (i.e., the non-mainstream Apex language), which made them decide recently to decouple the application development layer from the database layer in the cloud (the latter called database.com).

The application layer has been further broken down into several cloud-based application building flavors. To that end, there are the following application development environments that cater to different user constituencies and developer language preferences: 

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Part 1 of this blog series started with a discussion of the fact that the ability to sense demand and become a demand-driven (responsive) business is more than just the catch phrase du jour: it has become a recipe for survival. For the past few decades, the providers of a multiplicity of by-and-large integrated manufacturing software solutions have been offering help for embattled manufacturers. From fully integrated business management systems such as Enterprise Resource Planning (ERP) down to more focused modular plant-level solutions, including Manufacturing Execution Systems (MES), and Advanced Planning and Scheduling (APS) systems, manufacturers have been perplexed by how to best combine and deploy these options and islands of information.

My posting concluded that ERP systems are good for long-term planning and transactional accounting, but not necessarily appropriate for scheduling and execution on the shop floor. Only those companies that have infinite (or lots to spare) capacity, low product mix, high customer tolerance for long order lead times, and low inventory holding costs could get by using ERP for scheduling.

In other words, not many manufacturers can be fully satisfied by ERP. The next logical question was whether Lean Manufacturing practices could alleviate the abovementioned ERP shortfalls. Part 2 then acknowledged that lean ERP capabilities are well suited for producing parts with level demand (so-called “runners” in Preactor’s apt lingo) but not necessarily for parts with variable demands and make-to-order (MTO) traits (so-called “repeaters” and “strangers”).

This realization has created a coming-of-age environment for APS systems, whose first generation of products a decade ago has had their share of mixed results. The final part of this series will analyze how APS, as a manufacturing glue of sorts, relates to ERP, lean manufacturing, and MES. Is there a value proposition for integrating all these disparate systems? 

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Part 1 of this series introduced SuccessFactors, a public provider of software as a service (SaaS) talent management solutions. My post first analyzed the vendor’s evolution from its traditional People Performance realm to the seemingly more opportune Business Execution (BizX) province.

Then, I talked about SuccessFactors’ multiple product editions to satisfy companies of all size and detailed the two core modules of the SuccessFactors BizX suite of applications: Performance Management and Goal Management. These core modules serve as the foundation for the BizX application suite, as visibility into employee performance and organizational goals are the necessary basis for other activities, such as recruiting, learning & development, compensation, and succession planning. 

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My recent exhaustive series of articles on sales & operations planning (S&OP) entitled “APICS 2009 From the Expo Floor: Is S&OP Coming of Age?” and the related blog post entitled “Linking S&OP and CPFR (For Retailers and Manufacturers Sake): An Executive Panel Discussion” have drawn solid interest and valuable feedback. But even more, this prolonged exposure on the S&OP topic has resulted with an offer from Kinaxis to join the guest interview series on the Kinaxis blog on the same topic.

Prior to my participation, Kinaxis had published nearly a dozen blog posts from a series of expert guests (i.e., “a who’s who in S&OP”) including Lora Cecere of Altimeter Group, Coco Crum of Oliver Wight, Tom Wallace of TF Wallace & Co., Simon Ellis of IDC, Nari Viswanathan of Aberdeen, Steve Puricelli of Accenture, Bob Ferrari of the Supply Chain Matters blog, and Atul Pandey of Infosys, to name only a few.  You can see all the posts here.  

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In addition to the Giants’ Major League Baseball (MLB) World Series 2010 victory, San Francisco has been even more famous for its software powerhouses, spearheaded by mighty and ever-acquisitive Oracle and the cloud computing trailblazer salesforce.com. Another company from the same metro area that has lately had admiration and accolades lavished upon it is SuccessFactors, a player in the software as a service (SaaS) talent management market.

In fact, a number of SuccessFactors employees are former Oracle and salesforce.com alumni, but I wouldn’t be surprised to see some trickles of employees going in other direction too. In any case, SuccessFactors was founded in 2001 by Lars Dalgaard, who previously held various general management positions at Unilever, a global packaged consumer and industrial goods company, in the Netherlands, Germany and Denmark. In November 2007, the company went public on the NASDAQ Global Market under the stock symbol SFSF. 

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Given our shared presence in the Boston metro area, I’ve had numerous contacts and interactions with Kronos Incorporated in the past, but this fall was my very first attendance of the vendor’s annual user conference: KronosWorks 2010. That attendance was a worthwhile use of my time and a great learning experience about the company and its customers. As some background, here is Ventana Research’s report from the previous conference, KronosWorks 2009.

Kronos is the global leader in workforce management (WFM) solutions that enable organizations to control labor costs, minimize compliance risk, and improve workforce productivity. Tens of thousands of organizations in 60 countries — including more than half of the Fortune 1000 — use some or all of the following modules of the Kronos Workforce Central suite: time and attendance (T&A), scheduling, absence management, human resources (HR) and payroll, hiring, and labor analytics.

The conference’s official program started with an intriguing animated video with some startling statistics about what our working days and weeks have begun to look like. For example, 15 percent of people admit that they are addicted to e-mail – some confessed to checking their e-mail at the beach, weddings, and even at funerals. 

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Part 1 of this blog series started with the fact that the ability to sense demand and become a demand-driven (responsive) business is more than just the catch phrase du jour: it has become a recipe for survival. Every sensible enterprise is on a quest to deliver on time and as quickly as necessary, with minimum inventory (and working capital), and the highest necessary utilization.

For a few decades, the providers of a multiplicity of by and large integrated manufacturing software solutions have been offering help for embattled manufacturers. From fully integrated business management systems such as Enterprise Resource Planning (ERP) down to more focused modular plant-level solutions including Manufacturing Execution Systems (MES), and Advanced Planning and Scheduling (APS) systems, manufacturers have been perplexed with how best to combine and deploy these options and islands of information.

The article concluded that ERP systems are good for planning and transactional accounting purposes, but not necessarily appropriate for scheduling and execution on the shop floor. Only those companies that have infinite (or lots of spare) capacity, low product mix, their customers’ tolerance for long order lead times, and low inventory holding costs could get by using ERP for scheduling.

In other words, not many manufacturers can be fully satisfied by ERP. The next logical question is whether Lean Manufacturing practices can alleviate the abovementioned ERP shortfalls. 

Read the rest of this entry »

Part 1 of this blog series talked about my recent reunion with Cameleon Software (formerly Access Commerce) a provider of on-demand and on-premises configure, price, and quote (CPQ)/quote-to-order (Q2O) solutions. Prior to analyzing the recent events at Cameleon, Part 1 first established the need and market drivers for such software solutions.

I then analyzed how Cameleon helps product managers and marketers during the design phase of new product and service offerings, with the focus on being amenable to business (vs. power IT) users in these departments. Part 2 continues with the analyses of how Cameleon helps the sales process (often via multiple channels) and a discussion of recent developments at Cameleon. 

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Especially in today’s globally competitive and recessionary environment it is imperative that companies further eliminate waste, become leaner, and become more agile to respond to customer’s demand. The ability to sense demand and become a demand-driven (responsive) business is more than just the catch-phrase du jour: it has become a recipe for survival. Everyone is on a quest to deliver on time and as quickly as necessary, with minimum inventory (and working capital), and highest necessary utilization. 

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