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Note to Oracle and SAP senior management

By | August 14, 2007, 6:32am PDT

Summary: In a post called Can you spray paint innovation?, fellow Enterprise Irregular, Vinnie Mirchandani, raises an important issue regarding pockets of creativity inside SAP and Oracle. Recently, small groups inside both SAP (Craig’s Rantings…) and Oracle (Oracle AppsLab) have demonstrated new ideas that speak “small and friendly” rather than “huge, cold, and ugly.” A few bloggers, [...]

In a post called Can you spray paint innovation?, fellow Enterprise Irregular, Vinnie Mirchandani, raises an important issue regarding pockets of creativity inside SAP and Oracle.

Recently, small groups inside both SAP (Craig’s Rantings…) and Oracle (Oracle AppsLab) have demonstrated new ideas that speak “small and friendly” rather than “huge, cold, and ugly.” A few bloggers, such as your intrepid reporter, have responded strongly and positively to these developments.

At the same time, Vinnie correctly makes the point that these efforts seem disconnected from the SAP and Oracle mainstream:

You really think Oracle is ready to become transparent with its customers? You really think SAP and partners can implement anything for its customers in 24 days, let alone 24 hours? Can they come close to the web 2.0 rich experience for users? Will they ever get anywhere near price points we are seeing from pure play web 2.0 vendors?

While the big ERP vendors are hardly known for creativity, I disagree with Vinnie on a key issue. Rather than isolated incidents inside a vast uncreative wasteland, I believe these efforts actually represent the future. In addition, both projects show signs of popularity, meaning they are engaging and touching users today.

SAP and Oracle are prime targets during any discussion about software implementation failures. However, in this case they’re doing something right, so let’s acknowledge it.

Note to Oracle and SAP senior management: give these guys the funding they want. You can afford it, and their efforts will ultimately lead to smaller, more nimble, and less expensive implementations. That’s the future your customers demand and these guys will help you get there.

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Michael Krigsman is a recognized authority on the causes and prevention of IT failures.

Disclosure

Michael Krigsman

Michael Krigsman writes and speaks about technology in a manner that most observers consider to be fair and balanced. Michael believes that writing about IT failures, which often have complex causes, creates a unique obligation to be reasonable and accurate in both reporting and analysis.

Michael maintains active personal and professional relationships with enterprise technology buyers, vendors, analyst firms (or individual analysts), consultants, and system integrators. As CEO of Asuret, Michael sells and delivers paid services to members of these same groups.

Vendors regularly reimburse Michael's out-of-pocket travel expenses to attend industry conferences and events. Conference organizers frequently waive entry fees when Michael attends industry events. Michael often speaks at industry conferences and events.

He is a member of the Enterprise Irregulars, a loose association of consultants, investors, industry representatives, analysts, and users of enterprise software.

For daily updates on Michael's activities, follow him on Twitter.

Biography

Michael Krigsman

Michael Krigsman is CEO of Asuret, Inc., a consulting company dedicated to reducing technology implementation failures. Asuret's suite of software tools improve the success rate of enterprise software deployments by quantifying and measuring governance issues that cause most project failures. Michael led the research effort underlying Asuret's model of collective intelligence and its practical application to reducing IT failures in consulting environments. He is a recognized authority on the causes and prevention of IT failures and is frequently quoted in the press on IT project and related CIO issues. He is considered an enterprise software industry "influencer" and provides advice to technology buyers, vendors, and services firms.

Previously, Michael served as CEO of Cambridge Publications, which develops tools and processes for software implementations and related business practice automation projects. Michael has been involved with hundreds of software development projects, for companies ranging from small startups to Fortune 500 organizations. Michael graduated with an M.B.A. from Boston University and a B.A. from Bard College. He is a Board member of the America's Cup Hall of Fame and the Herreshoff Marine Museum in Bristol, RI.

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Contributr
One can hope...
mkrigsman@... 19th Aug 2007
Vinnie, although it's hard to argue, pockets of change do exist.
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Michael. I am from Missouri
vmirchan 14th Aug 2007
Show me!

The day Safra starts blogging (as I have asked here to on my blog), the day SAP gets really serious about "light" implementations, when pricing reflects price points we are seeing from start ups, I will believe it.

Till then they can slap together light apps all day long, but the soul ain't there. If customers buy these new social apps from them, it will be a case of fool me once again after the last few years of high TCO and poor results and then excuses not transprarency...
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Contributr
If I take off the futurist glasses then I must wholeheartedly agree. However, I think you need to include the "future story" as part of the overall picture. Otherwise, the picture just isn't correct.
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...you know how that goes. You and I have watched SAP and Oracle for years and I, for one do not see the 180 degree turn, or even a 30 degree turn. I continue to see the old SAP and Oracle and their partners in clients negotiations every week. The core of the companies is not changing.
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Contributr
One can hope...
mkrigsman@... 19th Aug 2007
Vinnie, although it's hard to argue, pockets of change do exist.

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