Currently viewing the tag: "enterprise applications"
On Tuesday January 12th we had discussion on the convergence between SCRM and Enterprise 2.0.
My introduction to the topic summarized what I see as the main issue: SCRM and Enterprise 2.0 are heading in the same direction (customer-centricity), talking about the same issues (engagement), using the same technologies (collaboration), [...]
I was thinking of doing a predictions post, really, but then Paul Greenberg came along and wrote up all my predictions and added some better ones. So, instead of filling up the streams with more of the same, I thought of a twist to predictions: I won’t tell you what I [...]
I attended the Opening Keynote at Oracle OpenWorld 2009 and there were some interesting things to be said there.
First came Scott McNealy, the CEO of Sun Microsystems to assure the crowd that the acquisition by Oracle is going to be a good thing. He spoke of the theme of the meet being Innovation, and [...]
Will Social CRM eventually be viewed as an extension of existing CRM or as just one critical component in adapting to the realities of a Web-connected world? Will companies deploy SCRM as a result of thinking “how can we improve customer relationship management?” or will they deploy SCRM as a result of thinking “how can we transform ourselves into a socially-driven business?”
If you have been following the #SCRM Accidental Community on Twitter lately you probably have seen my crazy rants against — well, anyone out there who calls SCRM a market, or a technology – or anything other than new channels for CRM.
This post is an attempt to summarize some of those [...]
Technology does not solve business problems.
A common misconception in enterprise applications is that technology is the answer.
Or at least part of the answer. Technology may be part of the solution although lots of business problems are solved without using technology. It may be a part of the strategy, albeit strategy is about setting [...]
Failure is far easier to achieve than success.
Gartner concluded in a recent study that among all new enterprise initiatives, ninety-percent (90%) fail to have measurable success. They either expect inordinate returns, aim for unreachable goals, allocate far shorter time than necessary, fail to calculate costs beyond technology, or improperly staff the project (wrong skills [...]
