In a 2008 Gartner survey of nearly 400 respondents, 69% of enterprises indicated they had more than six repository technologies in production use. These enterprises can benefit from a consolidation program (http://blog.crownpartners.com/?Tag=consolidation) using content Extract Transform and Load (ETL) (http://blog.crownpartners.com/bid/17240/Enabling-Consolidation-with-Universal-ETL), and will increasingly initiate strategic action to realize those benefits.
Two factors are especially important in driving the acceleration of consolidation initiatives. First, cost of consolidation is borne once, but the cost-saving, service-level, and “content de-siloing” benefits are perpetual. In times of revenue uncertainty, the guaranteed return of these perpetual benefits becomes increasingly attractive. Second, consider that increasingly sophisticated automation of content ETL reduces the cost of consolidation efforts. Prior to the development of content ETL, custom programming and manual effort made consolidation error-prone and costly.
Consolidation programs are typically made up of a “hub” and “spokes”. The hub portion of the program ensures the readiness of the strategic content management platform and coordinates one or more spokes. Each of the spokes addresses one of the non-strategic content management technologies, by folding it into the strategic content management platform. Whether the spokes are pursued serially or in parallel, the start-to-finish time required for the consolidation should be minimized to accelerate the returns.
Consolidation at user firms will continue to drive shake-out among content management technology providers. Vignette, Plumbtree, and Fatwire are among likely losers in the continuing shakeout. Weakening among providers such as these will accelerate consolidation efforts as user organizations move to the better-funded, more-rapidly-evolving, better-maintained products from the apparent-survivor providers.
Crown’s Buldoser technology and related professional services capabilities can enable and accelerate your consolidation. Ask us about a consolidation assessment to help you understand and realize the benefits of consolidation.
Showing posts with label Content Management. Show all posts
Showing posts with label Content Management. Show all posts
Sunday, April 19, 2009
Sunday, March 1, 2009
Enabling Product and Installed Base Consolidation
Organizations consolidate diverging and rogue infrastructures to reduce cost and improve efficiency. Infrastructure consolidation is increasingly popular among users of software, and Crown enables those consolidations (see “Enabling Consolidation with Universal ETL”). Software vendors also need to undertake consolidations. They need to consolidate products and the installed bases of customers for those products.
An example of vendor consolidation from the automotive industry is Ford’s acquisition of Jaguar. When Ford acquired Jaguar, it maintained the Jaguar brand and distribution channel, but supplied Jaguar manufacturing with many of the same components that were used across other Ford models, especially Taurus. The idea was to keep serving the same customers, but reduce costs by consolidating the manufacturing.
Like the Ford-Jaguar example, software vendors also need to consolidate products. When Oracle acquired Stellent, it planned to consolidate the Stellent product with its own Oracle Content Data Base. When Open Text acquired Ixos and Humingbird, it planned to consolidate those products into its own Livelink product. FatWire acquired OpenMarket product from Divine with the plan to consolidate with its own products.
In the case of software product consolidations, one product of the two consolidated products is typically considered the strategic product. Customers using the non-strategic product will be required to undergo a conversion to adapt their information to fit the design of the strategic product. To keep customer loyalty and sustain maintenance revenues, vendors need to make that conversion as easy as possible.
Crown’s Buldoser technology is commonly used to enable conversions, and can be adapted to perform conversions on a mass scale to convert an installed base of customers. Most recently, Crown has adapted its Buldoser technology to converting the world-wide installed base of EMC’s eRoom customers to EMC’s strategic product, CenterStage. Crown’s technology is the only technology endorsed by EMC for the eRoom to CenterStage conversion. To make the conversion from eRoom to CenterStage as easy as possible, Crown has not only adapted the Buldoser technology, but has also created specialized branding, marketing, product support, professional services and distribution capabilities.
Crown’s hybrid software and professional services capabilities are well suited for migration, archiving, and upgrade of individual businesses. The same hybrid software and professional services capabilities wrapped into an integrated program, are well suited to conversion of a large installed base of customers. While Crown possesses unique capabilities for migration, archiving, upgrade, and installed base conversion, Crown is not resting on its laurels. Crown continues to make investments in software technology, professional services, marketing, and support capabilities to allow fluid consolidations on individual-business or installed-base scales. On behalf of the Crown leadership team, we are eager to assist with your conversion needs, large or small.
An example of vendor consolidation from the automotive industry is Ford’s acquisition of Jaguar. When Ford acquired Jaguar, it maintained the Jaguar brand and distribution channel, but supplied Jaguar manufacturing with many of the same components that were used across other Ford models, especially Taurus. The idea was to keep serving the same customers, but reduce costs by consolidating the manufacturing.
Like the Ford-Jaguar example, software vendors also need to consolidate products. When Oracle acquired Stellent, it planned to consolidate the Stellent product with its own Oracle Content Data Base. When Open Text acquired Ixos and Humingbird, it planned to consolidate those products into its own Livelink product. FatWire acquired OpenMarket product from Divine with the plan to consolidate with its own products.
In the case of software product consolidations, one product of the two consolidated products is typically considered the strategic product. Customers using the non-strategic product will be required to undergo a conversion to adapt their information to fit the design of the strategic product. To keep customer loyalty and sustain maintenance revenues, vendors need to make that conversion as easy as possible.
Crown’s Buldoser technology is commonly used to enable conversions, and can be adapted to perform conversions on a mass scale to convert an installed base of customers. Most recently, Crown has adapted its Buldoser technology to converting the world-wide installed base of EMC’s eRoom customers to EMC’s strategic product, CenterStage. Crown’s technology is the only technology endorsed by EMC for the eRoom to CenterStage conversion. To make the conversion from eRoom to CenterStage as easy as possible, Crown has not only adapted the Buldoser technology, but has also created specialized branding, marketing, product support, professional services and distribution capabilities.
Crown’s hybrid software and professional services capabilities are well suited for migration, archiving, and upgrade of individual businesses. The same hybrid software and professional services capabilities wrapped into an integrated program, are well suited to conversion of a large installed base of customers. While Crown possesses unique capabilities for migration, archiving, upgrade, and installed base conversion, Crown is not resting on its laurels. Crown continues to make investments in software technology, professional services, marketing, and support capabilities to allow fluid consolidations on individual-business or installed-base scales. On behalf of the Crown leadership team, we are eager to assist with your conversion needs, large or small.
Sunday, February 22, 2009
Where To Place Trust When Making a Big Bet?
Businesses take risks in order to make returns. A business retains employees with a plan that the employees will produce marketable value. A business purchases equipment or licenses intellectual property to create products or services. A business makes commitments to suppliers and business partners to combine their goods or services into something of greater value. In slang terms, a business “places a bet” in taking a risk in order to make a return.
Sometimes a business makes a “big bet”, through an unusual risk or investment. When a business makes a big bet, the potential gains are greater, but so are the potential losses. Leaders direct special attention to identify and manage component risks in order to realize the greater gains and avoid the losses of big bets. They call on the best available expertise. They enlist the most trusted partners.
A friend of mine reports that her firm has been called by the United States Treasury Department to manage portions of the Troubled Asset Relief Program (TARP). TARP is a high-visibility big bet. The invitation from the Treasury Department is based on reputation of her firm. It is a reputation built on a track-record of success with large-scale and complex financial operations.
Crown enables the success of big bets that require careful, timely content management solutions and services. When Crown is called to enable big bets, it is a reflection of the trust that clients place in Crown. That trust is based on proven expertise and commitment to success. It is trust built on innovation and in demonstrated capacity. It is also a challenge to once again prove that Crown’s world-class reputation is warranted. It is a challenge to further strengthen and extend that reputation.
When ST Microelectronics teamed with Ericsson to create the world’s strongest product offering in semiconductors and platforms for mobile applications, Crown provided the web content management solution that brought the news to the world. Crown is the company they could trust to present and enable ongoing updates to complex information delivered via high-visibility web sites.
When a major North American pharmaceutical company and its Japanese partner decided to transfer intellectual property related to their joint venture with more than US$3 billion in annual sales, they called on Crown to enable the transfer. Crown is the company that they could trust to handle the transfer efficiently and in compliance with pharmaceutical industry regulations.
When the Unites States Army needed to achieve dramatically higher recruiting goals, they called on Crown to provide the solution that would improve the efficiency and targeting of their recruiting. Crown is the company the Army could trust to leverage recruiting assets repeatedly for campaigns across the country. Crown is the company the Army could trust to focus recruiting on narrower audiences with information designed specifically for those audiences.
The rest of the Crown leadership team and I value the trust that clients place in us to enable their big bets. It’s an honor and it’s a challenge when the world’s largest corporations turn to us to provide strategic content management solutions and services. Crown accepts the role of big-bet-enabler and repeatedly proves that its world-class reputation is warranted. Enabling these big bets is the keystone objective for the hybrid organization of our firm. This is the work for which we were born and bred.
Sometimes a business makes a “big bet”, through an unusual risk or investment. When a business makes a big bet, the potential gains are greater, but so are the potential losses. Leaders direct special attention to identify and manage component risks in order to realize the greater gains and avoid the losses of big bets. They call on the best available expertise. They enlist the most trusted partners.
A friend of mine reports that her firm has been called by the United States Treasury Department to manage portions of the Troubled Asset Relief Program (TARP). TARP is a high-visibility big bet. The invitation from the Treasury Department is based on reputation of her firm. It is a reputation built on a track-record of success with large-scale and complex financial operations.
Crown enables the success of big bets that require careful, timely content management solutions and services. When Crown is called to enable big bets, it is a reflection of the trust that clients place in Crown. That trust is based on proven expertise and commitment to success. It is trust built on innovation and in demonstrated capacity. It is also a challenge to once again prove that Crown’s world-class reputation is warranted. It is a challenge to further strengthen and extend that reputation.
When ST Microelectronics teamed with Ericsson to create the world’s strongest product offering in semiconductors and platforms for mobile applications, Crown provided the web content management solution that brought the news to the world. Crown is the company they could trust to present and enable ongoing updates to complex information delivered via high-visibility web sites.
When a major North American pharmaceutical company and its Japanese partner decided to transfer intellectual property related to their joint venture with more than US$3 billion in annual sales, they called on Crown to enable the transfer. Crown is the company that they could trust to handle the transfer efficiently and in compliance with pharmaceutical industry regulations.
When the Unites States Army needed to achieve dramatically higher recruiting goals, they called on Crown to provide the solution that would improve the efficiency and targeting of their recruiting. Crown is the company the Army could trust to leverage recruiting assets repeatedly for campaigns across the country. Crown is the company the Army could trust to focus recruiting on narrower audiences with information designed specifically for those audiences.
The rest of the Crown leadership team and I value the trust that clients place in us to enable their big bets. It’s an honor and it’s a challenge when the world’s largest corporations turn to us to provide strategic content management solutions and services. Crown accepts the role of big-bet-enabler and repeatedly proves that its world-class reputation is warranted. Enabling these big bets is the keystone objective for the hybrid organization of our firm. This is the work for which we were born and bred.
Sunday, February 15, 2009
Shaping the Content Management Frontier
The choice to live on the frontier brings with it the possibility of unknown challenges and risks. It also brings the potential for great discoveries. A geographical frontier is the boundary between settled and unsettled lands. There is also a business and technology frontier that marks the boundary between commodity products and services, and products and services that can change market structure and industry rankings.
From the seventeenth to nineteenth centuries in North America, people who lived on the frontier faced the possibility of starvation and conflict in a harsh environment. Some people died on the frontier. Some people retreated to predictable life in settled areas. Some survived on the frontier. Some thrived.
Those who thrived acquired skills and character forged by the demands of the frontier. They developed frontier work ethic, self-reliance, ingenuity, resourcefulness, and opportunism. At first they were shaped by the frontier, but later the frontier was shaped by them.
Frontiersmen learned to survive on their own, but also became adept at banding together. They developed and shared practices, communication techniques, and protocols relating to trapping, hunting, clearing, building, and farming. The more they organized and worked together, the more effective they became at shaping the frontier to reduce risks and seize opportunities.
The geographic frontier of North America is largely gone, but the spirit of the frontier lives on among entrepreneurs. The frontiersmen are people and businesses that face unknown challenges and risks for the possibility of great discoveries. They work together to shape the frontier. Much as frontiersmen from the seventeenth through nineteenth centuries became respected leaders, these entrepreneurs gain the respect across that business community.
In the information technology industry, there is a frontier in the content management market. Platform technology providers and their products represent the settled areas. EMC, Oracle, and Microsoft provide platform technologies that instill confidence for common content management needs. But content management solutions that change market structure and industry rankings represent the frontier. By living on this frontier of content management, the toughness required to thrive has become instinctive. Frontiersmen have the skills and character to provide the content management solutions that favorably disrupt industries to the benefit of their clients.
Crown is committed to thriving on the content management frontier. Crown has made a practice of blazing its own trail since founding in 2001. It’s a trail blazed with investment in products, expertise, and high standards. Crown is also banding together with others who share the commitment to the content management frontier. Together they are working to shape the frontier to bring favorably disruptive solutions to their clients. To learn more about life on the content management frontier, visit www.crownpartners.com, and to learn about the companies banding together to shape the frontier, visit http://www.crownpartners.com/corporate/corporate_ourpartners.jsp.
From the seventeenth to nineteenth centuries in North America, people who lived on the frontier faced the possibility of starvation and conflict in a harsh environment. Some people died on the frontier. Some people retreated to predictable life in settled areas. Some survived on the frontier. Some thrived.
Those who thrived acquired skills and character forged by the demands of the frontier. They developed frontier work ethic, self-reliance, ingenuity, resourcefulness, and opportunism. At first they were shaped by the frontier, but later the frontier was shaped by them.
Frontiersmen learned to survive on their own, but also became adept at banding together. They developed and shared practices, communication techniques, and protocols relating to trapping, hunting, clearing, building, and farming. The more they organized and worked together, the more effective they became at shaping the frontier to reduce risks and seize opportunities.
The geographic frontier of North America is largely gone, but the spirit of the frontier lives on among entrepreneurs. The frontiersmen are people and businesses that face unknown challenges and risks for the possibility of great discoveries. They work together to shape the frontier. Much as frontiersmen from the seventeenth through nineteenth centuries became respected leaders, these entrepreneurs gain the respect across that business community.
In the information technology industry, there is a frontier in the content management market. Platform technology providers and their products represent the settled areas. EMC, Oracle, and Microsoft provide platform technologies that instill confidence for common content management needs. But content management solutions that change market structure and industry rankings represent the frontier. By living on this frontier of content management, the toughness required to thrive has become instinctive. Frontiersmen have the skills and character to provide the content management solutions that favorably disrupt industries to the benefit of their clients.
Crown is committed to thriving on the content management frontier. Crown has made a practice of blazing its own trail since founding in 2001. It’s a trail blazed with investment in products, expertise, and high standards. Crown is also banding together with others who share the commitment to the content management frontier. Together they are working to shape the frontier to bring favorably disruptive solutions to their clients. To learn more about life on the content management frontier, visit www.crownpartners.com, and to learn about the companies banding together to shape the frontier, visit http://www.crownpartners.com/corporate/corporate_ourpartners.jsp.
Sunday, February 8, 2009
Content Management Solutions Hit Three Investment Justifications
Most investment justifications fall into one or more of three categories. Justifications for investing in managing unstructured information, also known as “content”, are no exception. The categories for justifications are:
- Productivity Enhancers – Investments that will allow more work to be done with the same personnel, financial, or other resources.
- Risk Reducers – Investments that reduce the likelihood of undesirable scenarios, especially undesirable scenarios involving legal or regulatory costs.
- Market Reachers – Investments that increase engagement with existing customers or investments that initiate engagement with new customers
Traditional data is structured information, such as name, address, phone number, price, quantity, stock keeping unit, etc. Content is unstructured information such as descriptions, instructions, contracts, correspondence, images, web pages, audio, etc. Investments in content management have objectives such as increasing the speed or capacity of content creation, improving the quality of content, expanding or controlling access to content, or making content more usable.
Crown has combined its software and professional services capabilities to provide content management solutions that fulfill each of the three justifications. Crown solutions for speeding the delivery of new information to web sites, reducing cycle time in reviewing a loan application, and streamlining insurance claims processing are examples of productivity enhancers. Crown solutions for ensuring the accuracy and consistency of content and enabling the efficient archiving of e-mails are examples of risk reducers. Crown’s delivery of interactive web sites and integration of customized e-mails into the customer experience are examples of market reachers.
Knowing the technology for providing content management solutions is important. Knowing how to use the technology to fulfill justifications for investment in content management is more important. Knowing both is a fundamental part of Crown’s way of delivering exceptional value of a hybrid software and professional services company.
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