Thursday, January 29, 2009

Gartner's 2009 Q1 Magic Quadrant for BI Platforms

Some people anticipate the Super Bowl, try-outs for American Idol, the Oscars, or the season premiere of Lost. Me? Well, I wait for the publishing of Gartner's Magic Quadrant for BI Platforms. If you are in the market for a Business Intelligence product, Gartner clearly identifies which software vendors you need to consider.

Gartner just released their first report for 2009 and you can get a copy compliments of SAS, who wants you to know that Gartner still considers them the most visionary of the leading BI software vendors.

Of course, Gartner has its own version of a red-velvet rope. Not just anybody can get into the quadrant; a vendor must sell at least $20 million annually of a product that really classifies as BI according to Gartner's list of a dozen checkmark items.

Gartner then separates the BI vendors into four different boxes: Challengers, Leaders, Niche Players, and Visionaries. Inside each grouping, they position vendors according to ability to execute and the completeness of vision.

Back in 2006, Gartner identified three pure-play BI vendors as Leaders: Cognos, Business Objects, and SAS. Information Builders was on the fence, trying to move from being a Challenger to a recognized Leader. In the Challengers' corner were big database and application vendors -- Microsoft, Oracle, and SAP -- just waiting to pounce.

And pounce they did. Acquisitions by the mega-vendors in the last few years now paint a different picture in the 2009 Leaders quadrant. In order of ability to execute, Gartner ranks the 2009Q1 BI Leaders as: IBM, Microsoft, Oracle, SAP, SAS, Information Builders, and MicroStrategy.

IBM popped onto the BI Leader scene after buying Canadian-based Cognos, which had already acquired Niche player Applix. Microsoft moved over with its acquisition of Niche player ProClarity. Oracle gobbled up both Hyperion Solutions and Siebel Systems, which Gartner had considered BI Visionaries. German-based SAP took over the French company Business Objects.

It was like a big game of global domination using BI companies instead of plastic armies!

But Gartner says you should not think the BI market is all about these mega-vendors. Don't forget about the innovative, independent BI platform vendors who are still out there. One example is QlikTech, steadily moving up within the Visionary quadrant and hoping to break across the line into the box where the big boys play.

In later blogs, I will take a closer look at these BI players as well as some who are still waiting on the other side of Gartner's red-velvet rope.

Sunday, January 4, 2009

Need for Speed

A friend posted on Facebook pictures of his motorcycles, adding a comment that his Kawasaki could go 185 MPH -- his commutes to work should not take long. Of course, he never claimed that he ever went that fast; he merely stated the bike's top speed. We seem to want zippier technology, even if it exceeds our real ability to actually utilize the enhancement.

John Lienhard wrote about technological improvements in his book, "The Engines of our Ingenuity," which is based loosely on his Public Radio show of the same name. John writes:

We are told that necessity is the mother of invention, but history does not bear that out. The true mother of invention is a powerful, driving internal need to invent. We invent because we want to invent. The parents of invention are those inexorable internal needs for self-satisfaction and freedom.

Dr. Lienhard includes in his book an interesting time graph showing the continuously improving speeds of vehicles for two hundred years starting in 1800. Within 100 years, inventors had so improved steam cars and locomotives that instead of puttering about on land at under 20 MPH, they were now barreling along at over 100 MPH.

From 1900 to 2000, engineers worked on the internal combustion car and continually picked up speed, increasing from 100 MPH to over 400. Switching to jet engines, engineers got the cars up to almost 800 MPH -- now there's a fun commute!

Vehicles in the air saw a similar trend in speed improvements. In the late 1800s, gliders started out flying very slowly, but inventors added propellers and had planes exceeding land speed records around 1930. Later improvements -- such as jet engines -- enabled planes to go faster than 1000 MPH; fixed-wing rocket crafts went even faster.

Lienhard points out that both the land and air speeds exponentially increased over time; they were not influenced by wars or other major historical events. He puts it this way: "human ingenuity…is remarkably impervious to external pressure."

So there is really no practical reason for a middle-aged man to approach 200 MPH on two wheels; it just has something to do with "self-satisfaction and freedom."

How does this relate to Business Intelligence software, you ask? Well, in the early days of building BI applications, we would putter along at the speed of keystrokes, typing in a text editor. Going 80 WPM between coffee breaks was pretty much a breakneck speed for report developers.

Hoping to increase the efficiency of app dev, software vendors came out with visual environments where the developer could "paint" the results and let the tool generate the code. This improvement was an obvious improvement over manually typing cryptic instructions.

For reasons similar to "self-satisfaction and freedom," I decided to take BI application development to the next level -- strapping a jet rocket on the tool, if you will. Using the metadata of the underlying database as a driver, I built a mass code generator that can spit out, in seconds, hundreds of dynamic web launch pages with accompanying parameterized online queries (two well-known firms take a closer look at the software during this first month of 2009).

But like the Kawasaki, just because the technology goes that fast does not mean that you will. I developed this tool last year as part of a mass BI conversion for another client. I soon realized that humans place restraints on how fast you can really create BI applications, despite the speed of the technology.

Once you generate hundreds of reports, you still have to wait for somebody to review them, test them, approve them, and move them into production -- sort of like a BI speed limit.

About Me

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Summary:

With over 20 years of industry experience, Doug Lautzenheiser has provided business intelligence services for well-known organizations such as Procter & Gamble, JPMorgan Chase, Omnicare, Wendy’s International, the State of Indiana, and the State of Oklahoma. ComputerWorld recognized one of Doug's projects with honors for innovative use of technology.  Doug is a featured blogger on BI software at Smart Data Collective.

With his broad knowledge of technologies, business processes, and industry best practices, Doug provides client value by performing strategic advisory services; leading tactical BI application development projects; and enabling dramatic reductions in time, cost, and risks through his unique automated BI consolidation application.

Doug has hands-on experience with a variety of enterprise applications. He is degreed summa cum laude in Information Systems from the University of Cincinnati. An experienced trainer and mentor, Doug has provided educational services to organizations such as National Semiconductor, Ford Motor Company, Northwest Airlines, Principal Financial Group, and Target Stores. Doug is the General Manager of Partner Intelligence.

Talk to Doug before manually performing a large BI initiative. Doug will show you how other smart companies saved time and money by following proven methodologies and automating BI processes instead of letting somebody "wing it" with a manual approach.

Specialties:

B2B software vendor leadership. BI implementations, standardization, and consolidation; data warehousing; WebFOCUS; iWay; BI vendors (Cognos, Business Objects/Crystal Reports, Microstrategy, Actuate, Hyperion/Brio, SAS); ERP; and full SDLC.