from the June 29th, 2011 article “Business Intelligence and Mobile Devices Will Change Supply Chain Management” by Herman Mehling

One of the first things that comes to mind when I hear the term mobile Business Intelligence or “BI” are GPS systems.

The parallel, at least to me, seems logical in that a GPS system helps you to arrive at your targeted destination by letting you know where you are now and which routes are best to take to get you to where you want to go.

Therefore, the key to mobile BI and to mobile computing in general, is to first and foremost know where you want to go.

It seems a simple proposition, especially since one of the greatest challenges business’ faced  in the past was linked to a lack of accessibility to critical information on a timely basis.  Following our GPS analogy, accessing and applying critical insights was a time consuming process that was tantamount to having to physically open up a map and chart the route along each leg of a trip, as opposed to plugging in a destination and letting the system do the work by telling you within a matter of seconds, the best route to take and then prompting you when to make the appropriate turns along the way.  And let’s not forget the speed by which you can now incorporate alternative routes resulting from unexpected roadblocks.

Mobile BI: Successfully navigating the unexpected

The possibilities relative to an organization’s supply chain are endless in that you can leverage this real-time access to meaningful intelligence for everything from “what if” manufacturing modelling to SLA advanced delivery verification and supplier score-carding.

Of course the collaborative benefits that are achieved through a readily synchronized sharing of critical data is also significant in that it facilitates the removal of the silos that have in the past segmented key business processes into a series of myopically executed functions at a departmental level.  Or to put it another way, with everyone reading from the same playbook at the same time, all stakeholders now have a clearer and more unified understanding of their roles within a specified process.

This is true intelligence in that it both engages and empowers employees to work together to achieve a collective outcome that benefits the organization as a whole.  This is also the starting point or foundation for a sound mobile computing strategy overall.

Beyond BI, and in an effort to examine the tremendous possibilities that mobile computing brings to the global enterprise I will be welcoming to the PI Window on Business on February 8th and February 15th, representatives from SAP to talk about that company’s mobile strategy for their clients.

During the February 8th segment, I will be joined by Scoff Phifer and Nikhil Betigeri, as we discuss the impetus behind the traditional ERP player’s move to the mobile computing world and, how SAP is planning to address the current day paucity of applications for what one industry pundit referred to as “meaningful business applications and specialized mobile applications for specific industries.”

On the February 15th broadcast we will zero in on mobile supply chain applications including what is available now and what is planned for the not too distant future.

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52% of all kids under the age of 8 use mobile devices

The above is an interesting statement with which to introduce this, the first post in our series on the advent of mobile supply chain solutions.

Before getting into the specifics of mobile applications for the supply chain world, and in particular technological highlights, vendor specific applications and implementation strategies, I thought we would along the lines of an article thesis consider what I would call a definitive impact statement.

In short, mobile solutions perhaps for the first time affords purchasing professionals an opportunity to actually get ahead of the implementation curve in that unlike the solutions of yesteryear, where we were always the “12^th man on the deal team” we have an influential role before the strategy die is cast.

What do I mean by the above statement?  Simply put, the purchasing department was rarely if ever consulted or for that matter involved in any meaningful way with their organization’s review and ultimate selection of a traditional ERP-centric purchasing application.  This was due to the fact that generally speaking this part of the business was almost exclusively under the control of either the finance or IT departments.

Only after the application and implementation die was cast were those from the purchasing realms engaged, and then only to be given our marching orders as to what we were expected to achieve with a system that while purportedly in place to make our lives easier rarely reflected how we did business in the real world.  Hence the reason why, more than 85% of all e-procurement initiatives failed to achieve the expected savings results!

Of course, and taking into account the inherent shortfalls or disconnect in terms of the corporate collaboration hierarchy of years past, very few purchasing people actually had any meaningful experience or expertise in the technologies being purveyed by vendors in days gone by.

Fast forward today, and these roles have changed dramatically as it relates to the emergence of the mobile workforce.

Coupled with the dissolution of the traditional silos that confined the finance, IT and the purchasing departments to specific functional imperatives, the fact that on a personal level we are likely more familiar with the operational elements of mobile devices such as iPads, iPods and cell phones than with the traditional connectivity platforms of the past, gives us a decided edge in terms of influencing our company’s supply chain strategy.

Think about it for just moment . . . in the past, the barrier to application adoption on the front lines was as previously mentioned, due in large part to the fact that very few of these purported solutions mirrored the way in which purchasing personnel procured goods and or services in the real world.  This significant disconnect in operational reality reduced supply chain automation to one of enforced compliance as opposed to being a seamless integration with and extension of actual processes.

The fact that vendors (and in particular ERP vendors) have attempted to address this disconnect through the creation of functional bridges such as the Mendocino Project (later named DUET), which sought to leverage end-user familiarity with ubiquitous Microsoft applications such as Word and Excel in an effort to increase user adoption of back-end ERP functionality, speaks volumes.

Today, the advent of mobile devices driving solution development represents a significant paradigm shift as the question of end-user familiarity or comfort is no longer an issue.  This should therefore pave the way to a ready adoption of supply chain applications built around the technology . . . provided that the apps (as we will call them going forward) actually make our jobs as buyers easier.

Unlike years past when users were forced to adapt to the manner in which equation-based software programs worked, the agent-based mobile apps in the here and now must instead adapt to the way users work in the real world.

Or to put it another way, the tail has now become the dog . . . and a pretty big dog at that!

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The Mobile Supply Chain . . .

The question of standing out and moving up (or moving down) within your company also seems to be a timely contemplation, based on Seth Godin’s warning in a recent Business Insider article to whom he referred to as the average worker.

In the following article from the new Remarkable Leader blog, branding and leadership expert author Roz Usheroff provides six tips on how you can make a mark in your company.

I agree that we have to adapt to the speed of change in the workplace.  Success has been redefined today and it’s not about working harder.  Success is only success when others acknowledge your value.

Forget about what you think of yourself and your contributions, unless, of course, you are willing to be expendable.  Choosing to work from back stage or resisting the opportunities to be visible and heard in meetings, particularly with senior leadership will set you up for failure.  You need to be seen, heard and sought after for your expertise.

In today’s workforce, many of us are forced to wear many hats. We see the ranks getting thinner due to attrition or layoffs. With no one to pick up the slack, we are forced to do not only our own jobs but many other tasks as well, in areas where we probably lack competence.  Where possible, select projects where you know you can add your own unique value. You may not have the authority to refuse certain assignments but you can still position yourself for greater success.  Become your best PR person and and explain to your boss/management where you can add the greatest value and why.  This is not about conceit but about reinforcing your commitment to making a bigger difference.

Invest time in showcasing your greatest strengths.  Become known as a “rainmaker” in your area of expertise.  If you’re wasting time improving your mediocre skillsets, you’re subjecting your reputation to being just average! Sure, it’s important to improve your weaknesses to acceptable levels but you’re probably less motivated and fulfilled.  So…invest time in enhancing your expertise and choose to volunteer for projects where you can shine.  Start branding yourself as an expert instead of a jack-of-all-trades!

So how do you reposition your personal brand and adapt to the change or changes to which Godin has referred?

Here are six tips to help you to identify greater opportunities to make both you and your company successful.

Tip #1: Build greater awareness of what you are like at your personal best through self observation or seeking out feedback from your stakeholders.

Tip #2: Focus on showcasing others’ success rather than operating as the lone ranger.

Tip #3: Visualize your desired outcome but be in alignment with your organization’s vision

Tip #4: Look at the cost of doing the work you do and manage the experiences others have of you.

Tip #5: Eliminate one-size fits all approach when managing relationships on all levels, from personality, generation and cultural differences.

TIP #6: Learn what motivates individuals, study group dynamics and speak their language.

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Click here to listen to Dec. 13th Interview

As is often the case with expert guests talking about compelling subject matter, there never seems to be enough time to cover the highlights of the meaningful developments within a particular industry, let alone one that is experiencing significant changes relating to key areas such as budgetary cutbacks, back office automation and the emergence of social media on campuses across the country.

Based on the limitations of a single 45 minute segment Denny has agreed to a return engagement, but this time on a monthly basis.   That’s right, on the last Tuesday of every month at 12:30 PM EST, the eCampus Assistant Editor will join us to share news from the world of Higher Ed.

Over the next few days I will be posting the Higher Ed This Month Show Box in the right hand index of this blog with both the dates and topics we will be covering throughout 2012, including a direct URL link to the main show page.

Thanks to our Series Sponsor:

Higher Ed Show's Sponsor

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comment by Jason Busch on my May 21st, 2009 post “Achieving Practical Outcomes to Complex Purchases at the Heart of the Emptoris Acquisition of Click Commerce” in which he questioned my enthusiasm for the company’s acquisition of Click Commerce

From calling Spend Intelligence Madison Avenue hype and a “shot of botox“ for the existing spend management space, to his having Deloitte’s Brian Umbenhauer as a guest expert contributor on his Spend Matters blog shortly after Marin County voted to stop an ongoing SAP project and seek a replacement solution, implicitly accepting that it wasted over $30 million on software and related implementation services from Deloitte Consulting, and most recently his condescending dismissal of WhyAbe while touting Ariba within the context of free e-Sourcing solution viability, Jason Busch’s questioning both my industry perspective and overall business acumen for applauding the Emptoris acquisition of Click Commerce back in 2009 should not have been surprising.

Spend Matters or Spend Miss . . . planning evening activities on the Titanic after it hit the iceberg

After all Busch and the other industry cronies that made up the “old boys network” had come to view themselves as being the bellwethers of purchasing market insight, and the gatekeepers of the hearts and minds of end user decision-makers.

For emerging players, genuflecting at the altar of these purported purveyors of influence was a required passage into the realms of what was once considered mainstream acceptance, with a thumbs up opening the door to untold success and riches, and a thumbs down relegating others to the back alleys of market acceptance.

Of course no one ever stopped to question the high rate of initiative failures during this period that collectively cost end users hundreds of millions of dollars.  Similar to the old fairy tale, it was as if no one wanted to tell the kings that they were naked in terms of having (or in this case not having) a true understanding of the market.

“Let me ask you: have you ever been through one (or more than one), have you purchased software on behalf of a company considering working with an acquired company (or the company doing the acquisition), and/or have you witnessed the amount of work required to integrate organizational efforts?”

When Jason made this comment in the Procurement Insights blog, there was a kind of arrogance that discounted the fact that I might be speaking from a vantage point of actual experience that provided the long range vision which recognized the possibility of today’s IBM acquisition of Emptoris.  While I want to assure you that back in 2009 I had no idea that IBM or for that matter any particular suitor would make a play for Emptoris based on the Click Commerce acquisition, my enthusiasm for the deal was directly related to what I had referred to as being a logical DNA expansion versus an Ariba-type evolution.  Specifically, and by bringing together the right mix of service expertise and solution offerings, Emptoris was putting itself in the position to achieve a positive outcome whether through a client base expansion or by becoming a significant acquisition target.

How Busch missed this obvious connection still surprises me but perhaps it has less to do with real market awareness and understanding, and more to do with the obfuscating sensibilities associated with his cosy relationships with vendor insiders.  Or to put it another way, in the new era of social media, no one blogger or group of industry pundits should view themselves as trendsetters and king makers in which our take on a particular situation is confined to an artificially contrived narrow field of players.

Today’s range of bona fide players is indeed wide and varied, with creditability no longer being tied to capitalization size or for that matter present install bases.

Until the old oligarchical guard understands this new reality, they are doomed to continue to ignore the WhyAbe’s of the world, or the impact of discontinuous innovations such as with spend management technologies, in favour of self-serving pontifications within an increasingly shrinking circle of influence, in which their observations are relegated to the “whatever they say, do the opposite” category.

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Click here to listen to Dec. 13th Program

As a follow-up to this broadcast, I am pleased to announce that Denny will become a regular guest and the voice of higher education insight on the PI Window’s new Higher Ed This Month Show.

Starting in January, the new series will air the last Tuesday of every month at 12:30 PM EST.

Focusing exclusively on the world of higher education, Denny and I will talk about everything from the advent of social media on campus and eLearning, to administration and back office automation trends.

Look for further details on this as well as our other exciting new and returning programs, when we announce our 2012 line-up on the PI Window on Business on Blog Talk Radio in early January.

Higher Ed This Month's Sponsor

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This past Tuesday I was joined on-air by the Assistant Editor from eCampus News Denny Carter to discuss these as well as other anticipated developments in the higher ed sector – including the nature and degree of impact that pending budget cuts will have in 2012.

It was a fast-paced, informative 45 minute segment, in which we delved into some of the predicted changes in the back office of our country’s higher education institutions, and also examined front line developments in areas such as the creation of an eLearning caucus in Congress and the increasing use of social media in our education system.

To listen to the on-demand broadcast simply click on the following link; Higher Education in 2012: A Year of Big Change?

Dennis Carter

About Dennis:

Dennis has covered higher education technology since April 2008, having interviewed some of the most recognized IT pros in U.S. colleges and universities. He’s always updatingeCampus News with the latest in pressing ed-tech issues, such as the growing importance of social media on campus, protecting school networks, and harnessing technology that can be turned from a distraction to an asset for instructors and professors.

After graduating from the University of Maryland’s Philip Merrill College of Journalism in 2005, Dennis got his start in education reporting at The Gazette newspapers in Laurel, Md., where he covered the Prince George’s County school district for two years.

Segment Sponsor:

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The following is the first in a series of posts by Roz Usheroff from the The Remarkable Leader Blog.  Roz, a renown author and speaker, has been one of the most sought-after Communication, Image and Branding Specialists, working Internationally with leaders of Fortune 500 companies, executives, managers, sales teams and entrepreneurs.

So enjoy the series and feel free to offer your comments as to what you think are the key attributes of a successful virtual presentation.

When economies stumble, so does corporate spending. As global markets react poorly to international financial uncertainty, you can almost hear the off-site conferences, training courses and team meetings fall off the budget. Even the cost of flying in a single consultant or manager to make a presentation or attend a meeting starts to seem expensive.

Add to that, increasingly far-flung teams, more professionals working from home and the dramatically improved capability and affordability of communications technologies, and it’s plain to see that virtual communication situations of all types are on the rise.

The implications for all of us are enormous. Those who do not immediately boost their virtual communication skills are going to find themselves and their careers going the way of rotary telephones and fax machines. Your personal brand already depends largely on your skill and savvy in this arena. And ladies and gentlemen, it is tricky business.

The virtual world is expanding

Most of us are familiar with webinars, video conference calls and podcasts, but increasingly you may be asked to participate in the following types of activities virtually: job interviews, negotiations, brainstorming sessions, client reviews, team presentations, networking events, convention booth presentations and even virtual lunches. I know an executive who holds regular “virtual coffee breaks” with global team members.

The advantages in cost savings, time savings and the chance to reach global audiences impossible to meet in person all offer a world of opportunities.

A daunting task

As a communicator, however, the disadvantages can appear daunting.

Studies indicate that over 93 percent of communication is non-verbal. To compensate for this inherent loss during virtual communication, you must deliver your message to a remote audience in multiple ways.

The techniques applied in talk shows and radio broadcasts are good models. Timothy Koegel, in his book, “The Exceptional Presenter Goes Virtual”, suggests studying your favorite news or talk shows and noting the ways they structure and order their presentations, use multiple presenters and even “tease” upcoming content to keep their audience tuned in.

Are you ready?

Virtual meetings are now competing for front stage.  Are you prepared? Can you compete with highly stressed colleagues and reports who feel compelled to multi-task, especially on virtual conference calls? Virtual presentations require you to elevate your level of detail and planning, to deliver your message in a more assertive style and execute a compelling call to action.

If you thought it was hard to hold the attention of an audience sitting in front of you glancing at their smart phones, try even getting their attention when you can’t see them, hear them, or tell for sure if they’re still there.

If only we could reach out through the wires and physically connect with a team member, then solidify that special bond with a warm handshake and eye-to-eye connectivity.  Unfortunately, you are shortchanged within a virtual environment. And there is no opportunity to reinforce messages and solidify relationships at those after-work bonding dinners where borders dissolve and friendships evolve.

The rules of engagement have changed

Some of the rules of good presentation skills transfer to the virtual environment, but many do not. Plus, news skills are critical to your success as a virtual communicator – from choosing the appropriate technology, to using it effectively, to making sure your audience is engaged and comfortable interacting in the virtual environment. Traditional ways of connecting with an audience in person – such as body language and eye contact – must be compensated for using new, virtual contact tools.

I feel so strongly about the urgency for all of us to accelerate our skill sets in this area that I am devoting this and the next few e-newsletters to this topic.  We will explore everything from choosing and leveraging virtual meeting technology to creating your virtual presentation, delivering it, engaging your audience during it and following up afterwards.

Four Principles of Remote Presenting

Never assume that your virtual attendees will be listening.  To become a master of virtual meetings, you must remember four key principles:

1.  MAKE YOUR MESSAGE RELEVANT:  Your virtual presentation opening must grab the immediate attention of your listeners and be clear, relevant and succinct.

2.  MAKE YOUR ATTENDEES IMPORTANT:  Participants need to feel that their participation is valued and important. Express your appreciation and explain why you asked them to join in.

3. MAKE YOUR MESSAGE EXCITING:  You must deliver your message with greater passion, inflection and conviction than in person.

4. MAKE YOUR MEETING INTERACTIVE:  Your virtual meeting must be interactive and quick paced. The sooner you involve your audience, the quicker you create a virtual community and inspire others to participate.

What kind of participant are you?

Equally important to your personal brand is how you approach virtual meetings as a participant. The way you attend a virtual meeting, how actively you participate and support the presenter, is a leadership opportunity that I believe few have even contemplated. I don’t want you to miss a single opportunity to leverage these new ways of communicating to build your personal brand.

Tips for having a stronger virtual voice:

• Stand for projection when you are speaking
• Walk to keep your energy up
• Smile when you speak
• Vary your intonations (including pitch, volume and inflection)
• Sound animated and excited about your material
• Use pauses frequently to separate important points and when delivering complex information
• Gesture as if you have a live audience

Tomorrow we’ll look at how you plan a virtual presentation and the technologies and support tools that can help you become an engaging and successful virtual communicator.

For now, become a student of virtual communication. Next time you’re a participant, jot down what worked well and what didn’t. What would you have done differently as the presenter? Don’t forget to take notes next time you watch the news. Watch how the professionals come across screen to screen and start thinking about how you can emulate their best practices.

Making a connection with your audience . . . virtually speaking

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In the meantime, Government Contractors know full well the game has changed (at least for the short to medium-term).  To use a football analogy, Government Contractor executives will need to decide whether they are trying to make a playoff run on their own or whether they should be looking for a winning team to join for their “post-season” strategy.   The larger industry firms have already begun and will continue to prepare for their post-season by aggressively looking to add superstar free agents (i.e., via expensive acquisitions) and jettisoning underperforming divisions.

from the WashingtonExec December 5th, 2011 post “Bob Kipps 2012 Outlook: GovCon Game Is A Lot Like Football” by Brynn Koeppen

Which direction will government contracting take in 2012?

As the classic song goes . . . this is the most wonderful time of the year, in that between eggnog and Christmas trees, turkey and warm feelings around the fireplace, it is also the time for industry pundits to don their prognosticative hat and tell one and all what the coming year holds for us . . . in the world of government contracting.

What is most interesting is that the public sector, and in particular government contracting, is potentially one of the most lucrative markets with which to deal yet it is also one of the most paradoxically frustrating – especially given the earnest shift away from relationship engagement as part of a misguided attempt at creating what amounts to a false transparency.

Add into the equation the advent of procurement contests (which I covered at length this past summer in a series of posts), and I would have to say that if nothing else 2012 does have the makings for a few interesting and perhaps even noteworthy developments.

Yes I know, many are suggesting that with the economic conditions and budgetary shortfalls in the coffers of governments at all levels – wasn’t it the Governor of Illinois who referred to his as being a deadbeat state, the main highlights during the next 12 months will centre on austerity.

While this may be true to a certain extent, developments relating to for example the GSA’s $2.5 billion cloud computing RFQ is certainly significant, especially given the corresponding study out of Washington which found that 92% of all government IT leaders have reservations about making the move to the cloud. Talk about an irresistible force meeting an immovable object.

As mentioned earlier, procurement contests are another interesting development as governments look to transfer both the risk and responsibility to competing vendors in terms of coming up with innovative solutions to solve specific problems.

It is an interesting twist in that while RFQ’s have been traditionally influenced by a trusted vendor with an inside track that ultimately limited as opposed to stimulated competition, the contest approach doesn’t start with the selection of a solution that qualified vendors can then bid on but, instead starts with a problem and let’s the vendors (within of course a pre-defined guideline) offer up what they believe is the best means by which the stated problem or requirement can be addressed.

Even though, and as demonstrated by the recent case involving a Colorado firm’s proposal for a Regional incineration project in Gatineau, Quebec, there have been points of contention as to the parameters of creativity afforded a participating vendor, procurement contests actually hold the promise for delivering to the public sector innovative solutions that might not have otherwise been considered.  Questions surrounding IP ownership notwithstanding.

Based on the above, while the news of strategic acquisitions of technologically innovative smaller players by the big boys is an interesting angle to be certain, I just do not think that 2012 is going to be the stand pat year that the WashingtonExec article’s writer is suggesting.

What are your thoughts . . . another year of same-old, same old bureaucratic manoeuvring or, the exciting start to a new era in government purchasing? Share your prognosticative musings in the comment section below.

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As you know readers I have been one of the most vociferous critics of traditional ERP players such as SAP over the years for a variety of reasons.

This includes the abundance of colossal failures of implementations in both the public and private sectors as was the case with the City of Houston and Kings County, as well as FoxMeyer Drug and Hewlett-Packard to name only a few.

But here’s the thing, problematic implementations and the apparent disconnect with the market that has some industry pundits predicting the demise of the company notwithstanding when they do something right they do it in a big way.

This is the case with the recent announcement that SAP is planning to acquire SuccessFactors.  Who is SuccessFactors you might be asking yourselves and why for the first time ever has this led to my writing a positive post about the Weinham, Germany giant – the equivalent of a Christmas miracle (or Festivus miracle for you Seinfeld fans).

While there are many facets to this answer, the linchpin epiphany is that with SuccessFactors SAP is finally acknowledging the fact that their technology alone is not the answer but is instead dependent on the client’s ability to execute as much as their own to achieve a successful implementation.

In short with SuccessFactors, SAP is going to force their clients to do their part in assuring the success of an SAP-based initiative without having the unpleasant task of telling them directly what they have to do.

Allow me to explain.

If you have ever sat in on a meeting with a software vendor and/or implementation organization such as an EDS or Hewlett-Packard you will quickly discover that beneath the superfluous technical jargon and countless JAD sessions a continual sales pitch is actual being made based on a can do attitude.

Now I am not saying that a positive we are up to the challenge mindset is a bad thing however, in the majority of these sessions and as a means of sustaining the necessary momentum to guarantee the perpetual revenue streams that is the lifeblood of the ERP business model, there is a leave the driving to us allusion that many responsibility abdicating clients are all to happy to accept.  The fact is that without the client’s active and knowledgeable involvement there are very few if any technologies that will be able to deliver to their maximum potential.  Hence the 85% implementation failure rate.

This is where the SuccessFactors acquisition comes into play, that can best be explained by the following excerpt from the company’s BizX web page:

Business Execution is the difference between planning for success and achieving success. Organizations around the globe dedicate countless hours and significant resources to developing comprehensive business strategies in pursuit of one singular goal: Success. Problems occur when companies have a brilliant strategy, but fail to execute.

There is not a single software vendor, business consultant, or integration firm that can make an end client execute on any strategy.  In other words, and no matter how experienced or accomplished any organization providing a solution and service may be, if you really look into the implementations that have succeeded you will find an actively involved customer at the helm.

Unfortunately, the vast majority of client companies to varying degrees struggle with execution.  They know it, the SAPs of the world know it and so does everyone else in the proverbial room know it.  Yet before the planned SAP acquisition of SuccessFactors, traditional ERP vendors at their own peril overlooked client execution capability shortcomings by glossing over it with their own technological might and know how.  Basically everybody, as IACCM’s Tim Cummins had once put it in a Commitment Matters blog post, around the executive table lies to one another and does so with alarming frequency.

Rather than perpetrating the cycle of deceit, with a SuccessFactors acquisition SAP is removing (if there ever was one), the need for stakeholders to lie about their respective capabilities and responsibilities.

To think, just in time for the holiday’s who would have thought that one of my big three stories of the year would involve SAP . . . let alone a positive piece.  And while I still have reservations about the ERP company’s traditional business model, coupled with a lingering too little, too late sentiment based on the significant inroads made by SaaS players such as Coupa, Rosslyn and SourceOne whose applications do not require a SuccessFactors level of integrative know how, I will nonetheless watch SAP through a more generous lens in 2012 than in years past.

Now where is my Festivus pole?

Is SuccessFactors the piece SAP has been missing . . .

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