As organizations look to analyst firms for guidance often little is offered. Analyst firms of today just validate a decision you have already made and comment on market conditions . As Dennis Howlett says in his post it is time re-evaluate The future of the IT Analyst Game
It is time for analyst firms to evolve their business models and add value to the organizations that are looking for more than to validate an already made decision. One of the problems with Analyst firms today is they comment and research technology which is useful but it must also be coupled with valuable business insight and real world experience. The real world experience plays an important part especially by bringing actual project management and product expertise which they are very knowledgeable about which can offer advice and counsel of what to look out for during selections, negotiations and even implementations.
Many of the Analyst firms today are based on the 80/20 model of which 80% of revenue comes from vendors while only 20% comes from organizations. Analyst firms need real products and services so that the customers they do have can derive valuable information towards things like pricing negotiation, project pitfalls, project planning and implementation experience to draw upon when counselling end users. As a Business Architect and Business Analyst and Project Manager with real world experience we are the new breed of Analyst/Consulting firm.
At Eval-Source we not only add value to the customer through strategic consulting if they would like but combine the business knowledge with technology solutions that solve what the organizations was originally looking for. Guidance with business expertise coupled with technology experience mixed in to steer the company to the best possible outcome whether it’s for software evaluation, benchmarking, investment evaluation, outsourced procurement or any other services that they are capable of offering. Our buy-side advocacy ensures that organizations get the best value for the consulting they pay for with real qualitative actionable results. These expertise have resulted in tangible products for organizations to gain from our experiences that drive immediate value. We will also be introducing evaluation consulting catered towards the SMB market specifically to allow them to get the best value for their money and the best solution for their company.
Now that Gartner has acquired AMR and gained quality supply chain expertise in the process will they be able to translate that to a changing business model that targets organizations ? Are organizations devaluing the Gartner recommendations as the pay to play model is being closely examined by companies and not finding much value in the magic quadrant as suggested? Will there be further consolidation in the Analyst market to force organizations that will only be left with one source to purchase research ?
We will have to see where the market will eventually evolve to, however the new breed of Consulting/Analyst firms should take note and try adapt by possibly being ready for what may become a more end-user oriented arena. Analyst such as Ray Wang at the Altimeter Group, Dennis Howlett, Vinnie the Deal Architect, Thomas Wailgum are all ERP advocates for the customer side, is this the new trend that will become the new model. With the ERP advocates gaining steam we are changing the dynamic of software is bought and sold so that there is a win-win for everyone involved.
Archive for the ‘Software evaluation’ Category
The evolution of Analyst Firms
Tuesday, February 16th, 2010
Outsourced software evaluation – risks and benefits
Monday, November 30th, 2009Organizations that specialize in software evaluations that do not sell, implement software or partner with vendors will provide the most effective sources for a proper software evaluation. Benefits from an unbiased software selection process will enable the organization to focus on its core business during the evaluation, not having to worry about valuable personnel resources doing two jobs and not pay the proper attention to detail that is required, reduce time spent on selection which results in savings and eliminates company biases. A structured approach to follow will maximize the effort in software evaluation. A methodology that combines sound evaluation procedures coupled with the technology will assist your organization success in the evaluation process.
Increase ERP implementation success rates
Monday, November 23rd, 2009We are initiating a series of blog posts for successful evaluation for enterprise software. Over the next several weeks we will post a blog entry (approximately one a week) specifically on how to evaluate enterprise software identify obstacles and best practice approaches on software selection.
As ERP systems advance by becoming more agile in nature many vendors are fulfilling this new trend as consumers demand it. Since ERP is looked at by many to be too difficult to understand, to implement, achieve roi, consolidate disparate systems and automate menial labor intensive tasks how come there are so many horror stories about failed implementations ?
A lack of an appropriate evaluation method can cause your ERP or enterprise software solution to fail. A complete software evaluation method specifically designed for enterprise software selection can aid organizations in identifying key problem areas to any failure points that may occur in the future. The complexity of the software may cloud the original intent of the software purchase by not identifying the true scale and functions required. Having a methodology for software selection assists in the clarification and differentiation between solutions.
Problems that can be identified by having a proper selection method are:
- Alignment of Business, IT organizational requirements. Vendors are evaluated by similar alignment of values, fit, scope, implementation expertise, industry expertise, time frames that are in expectations with your own, training and usability.
- Cost overruns due to miscommunicated time expectations and consultant costs from the organization and vendor as to what actually is to be installed and what level of user acceptability is acceptable for the organization. In the organizations case – cost regulation and constraints, on the vendor side, implementation times, methods and sometimes failure to disclose full pricing on what is included and what is extra.
- Scope creep – not understanding the actual business reason of why you are implementing the software, what it is actually solving or allowing your business to do. Many times complimentary or not necessary for now modules get “thrown in” as part of the evaluation which changes the complexion of the evaluation process and possibly the vendors in which are now being evaluated.
- Organizations often underestimate the complexities of enterprise software by being too aggressive by not fully understanding the scope of the solution, what is actually solved, how it does so, features/functions, scalability complexities that may be required to for integration and parallel testing scenarios.
Next generation technology infrastructure strategy – What you need to know
Wednesday, November 4th, 2009With the proliferation of SaaS and all the other applications, platforms and services available as outsourced products and services how does does an organization know where to start if it is looking to do any of these projects.
Once point solution vendors, Salesforce.com and now others such as Zoho etc. are now offering platforms (PaaS – platforms as a service and IaaS – infrastructure as a service) in which applications can be quickly built. The open API’s make it easy to develop additional functionality based on already stable and competent working applications.
Since ERM’s are evolving quickly to more agile methodologies and configuration options to benefit the consumer organizations need to examine how other applications will fit into their corporate ERM strategy. This includes maintenance, storage, interoperability, social networking, collaboration for external and internal partners, outsourced business processes such as procurement and all components that will combine to create your technology infrastructure.
Things to consider when creating your Technology/platform infrastructure strategy:
- Consider a platform that can easily be built upon
- Open API’s for quick development of existing and new applications
- A platform that can act as an enabler to your business by allowing interoperability between applications
- A platform that is capable to create databases, applications, user friendly guis to existing apps
- A platform that can unify and aggregate business intelligence from all applications, databases and unstructured content
- A platform that enables workflow across multiple applications and databases
- A platform that accepts your necessary hardware requirements
- Allows event/alert processing and notifications across applications
As technologies and applications merge such as CRM starting to encroach social media and PLM starting to approach content management organizations should look at their IT strategy to see if all these factors do play in harmony.
A major shift especially within supply chain technology allows a full complement of products and services to be offered within the cloud that are capable of interfacing to existing systems. This new found application infrastructure allows companies to quickly adapt to changing environments and can readily compete more effectively. The above tips combined with a proper evaluation method will ensure success.
Eval-Source introduces "Ask the Expert" on new site
Thursday, October 8th, 2009Eval-Source has introduced its new website with an “Ask the Expert” interaction for organizations looking to purchase enterprise software. Questions can be asked about software evaluation, benchmarking, investment evaluation, outsourced procurement and strategic consulting all the services www.Eval-Source.com provides. Our best practices approach combines IT, business and project management into a complete methodology so that commonly forgotten items are included and the necessary detail is produced to give you the best decision possible based on your organizational needs.
Organizations often do not have method or a starting point on how to evaluate enterprise software other than basic generic checklists that are published. Our Tru-Eval method and Tru-Benchmark kits provide a procedure and systematic approach to software evaluation and selection. Our Tru-Eval and Tru-Benchmark kits make it easy for organizations to do it themselves with minimal training and within their own time frame.
