11/03/2014 - Muitas empresas estão se deparando com a falta das habilidades necessárias para o sucesso da gestão de processos de negócios (BPM). Segundo o Gartner, embora a maioria delas tenha experiência básica nas ferramentas e metodologias, usar o BPM para obter resultados de negócios estratégicos demanda competências mais solicitadas, que são escassas.
Em seu blog, Samantha Searle, analista de pesquisa do Gartner, Inc., líder mundial em pesquisa e aconselhamento sobre tecnologia, afirma que as organizações costumam se focar em habilidades óbvias para BPM, tais como, modelagem de processos, sem considerarem outras capacidades cruciais, como aquelas relacionadas com as mudanças organizacionais.
Fifteen Skills Critical to Success With Business Process Management
Many organisations are facing a shortage of the skills required for business process management (BPM) success. Although most organisations have some basic expertise in business process improvement tools and methodologies, using BPM to achieve strategic business outcomes requires more sought-after skills, which are in short supply.
Figure 1. Top 15 Business Process Management Skills
Source: Gartner (February 2014)
In a blog post, Samantha Searle, research analyst at Gartner, said that organisations often focus on the obvious skills for BPM, such as process modelling, without considering other crucial skills, such as those relating to organisational change.
Ms Searle said:
Based on the results from our latest five-level BPM maturity model — the ITScore for BPM — we found that 27 per cent of respondents said that employees were given training in business process modelling. In general, only 4 per cent of employees were comfortable using graphical process models to understand how their business works, so there is a clear need for further training in this area. Few offered training in other key areas, such as process analysis, discovery, benchmarking and methodology (68 per cent responded "not at all" or "minimally").
Regarding the amount of staff skilled in communicating process-related issues, most replied "few" (39 per cent) or "some" (45 per cent). While it is encouraging that 73 per cent of respondents indicated that employees were given project management training, only 46 per cent were also provided with training in organisational change techniques, which is also critical to project success.
It is the transformational competencies, including knowledge of organisational change techniques and the ability to build a compelling business case, that are most important for achieving strategic business outcomes. Without the ability to articulate and communicate business value and process-related issues, most BPM efforts will fail.
Business process directors and senior IT managers need to conduct a BPM skills gap assessment within their organisations to determine what skills they lack. This means looking beyond IT or the business area where BPM is focused, since there might be suitable skills elsewhere in the business. Once this is done, they should develop an action plan to train their BPM team in the required skills.
More detailed analysis is available in the report "15 Skills Critical to Business Process Management Success.” The report is available on Gartner's web site at http://www.gartner.com/doc/2614420.
10/03/2014 - A Internet de Todas as Coisas (IoE – Internet of Everything) está criando um novo mundo de comunicação máquina-a-máquina. A Philips apresentou na última Feira de Eletrônica de Berlim (IFA 2013) este forno de micro-ondas que recebe as mais variadas receitas pela internet, com um endereço próprio, e ainda ajuda a preparar o prato, com programas de cozimento, temperos e outros ingredientes.
17/02/2014 - Nice anunciou nomeou Barak Eilam, presidente da NICE Américas, como seu novo diretor executivo (CEO), para substituir Zeevi Bregman, que está se aposentando do cargo para se dedicar a interesses pessoais. A transição está prevista para ocorrer até o final de abril de 2014.
Barak Eilam é, atualmente, o Presidente da NICE Américas, que é uma empresa que rende $ 500 milhões por ano. Antes deste cargo, Eilam foi diretor de vendas e gerente geral do Grupo Enterprise nas Américas. No início de sua carreira, ele fundou e atuou como gerente geral da unidade de negócios global NICE Interaction Analytics. Em seus 15 anos trabalhando para a NICE, Barak atuou em uma série de cargos executivos dentro da empresa, gerenciando diferentes aspectos dos negócios nas áreas de desenvolvimento de produtos, vendas, marketing e serviços.
12/02/2014 - De acordo com o Gartner, líder mundial em pesquisa e aconselhamento sobre tecnologia, as empresas estão impulsionando as tecnologias de CRM como parte importante de suas iniciativas digitais para aprimorar a experiência do cliente.
O Gartner afirma, ainda, que a demanda por tecnologia moderna de relacionamento com o cliente está levando à integração atualizada ou expandida e ao uso de todas as áreas de software de CRM. O panorama continua positivo para CRM, na medida em que os compradores focam em tecnologias que permitem interações mais direcionadas comos clientes em ambientes multicanal.
Gartner Says CRM Will Be at the Heart of Digital Initiatives for Years to Come
Hot Areas for CRM Investment Include Mobility, Social Media and Technologies, Web Analytics, and E-Commerce
Organisations are leveraging customer relationship management (CRM) technologies as a major part of their digital initiatives to enhance the customer experience, according to Gartner, Inc. Gartner said that demand for modern technology customer relationships is driving refreshed or expanded integration and usage of all areas of CRM software. The outlook continues to be positive for CRM as buyers focus on technologies that enable more-targeted customer interactions in multichannel environments.
"CRM will be at the heart of digital initiatives in coming years. This is one technology area that will definitely get funding as digital business is crucial to remaining competitive," said Joanne Correia, research vice president at Gartner. "Hot areas for CRM investment include mobility, social media and technologies, web analytics and e-commerce."
Gartner expects CRM market growth to stay moderate in 2014, following three strong years of investment. CRM software revenue is forecast to reach $23.9 billion in 2014, with cloud revenue accounting for 49 per cent. SaaS- or cloud-based CRM deployments currently represent more than 40 per cent of all CRM deployments, and look set to reach 50 per cent during 2015.
"Unsurprisingly, high-tech, banking, insurance, securities, telecommunications, pharmaceutical, consumer goods, IT manufacturing and IT services vertical industries will continue to be the largest spenders on CRM as they have the widest use of different types of CRM applications and technologies," said Ed Thompson, vice president and distinguished analyst at Gartner. "All these industries are also increasing investment in emerging economies, further driving spend."
Line-of-Business Buyers Have Different Operational Requirements for CRM
Customer support and service (CSS) has IT leaders, vice presidents and directors of customer service involved in customer support/relationship initiatives and are looking at the targeted use of big data analytics, peer-to-peer communities and the evolving customer engagement centre (CEC), which is the next generation of the customer service contact centre, for critical processes and technologies. A central focus of the CSS organisation is on how to engineer consistent, differentiated, cross-channel customer experiences, while supporting the need for increased use of customer self-service.
E-commerce is top of mind for CEOs, chief marketing officers (CMOs) and senior executives as they seek the ability to improve overall customer experience, profitability and sales. At the same time, marketing technology is a hot area for IT investment, but solution decisions are increasingly being driven by CMOs and the marketing organisation, with little to no IT involvement. CIOs will need to work more closely with CMOs and marketing leaders to adapt to the increasing technology demands emanating across the marketing organisation. Mounting pressure on CMOs to drive growth, improve accountability and reduce costs is pushing marketing organisations to make significant marketing technology investments across a broad set of applications and functionality.
Internet of Things Joins the Nexus of Forces as the Fifth Driver of CRM
The main drivers behind the hot topics in CRM — cloud, social, mobile and big data — are being joined by a fifth driver: the Internet of Things, where sensors connecting things to the internet create new services previously not thought of.
Social — In the sales, marketing and customer service departments, marketing is being forced to monitor, communicate and engage in social commerce business with several hundred public social networks. Customer service has to respond to tweets and Facebook and LinkedIn discussions, as new service channels and sales are now using social media as a source of new leads and intelligence on prospects.
Mobile — Smartphones, tablets and mobile apps are forcing change at an even faster rate than social networks. Connections to the internet via smartphones will exceed PC users by the end of 2014 and smartphones have already overtaken PCs as the most common tool for accessing social networks in most countries. Bring your own device (BYOD) policies are springing up around the globe as IT departments are forced to support a proliferation of devices. It is tablets, however, that are causing the most disruption as sales departments and board directors purchase them and then demand support.
Big Data — The marketing department has been most impacted by the explosion in customer information available to businesses during the past five years. Predictive analytic models for churn analysis, product and service recommendations direct to the customer, and/or sales prompts for salespeople are all becoming more sophisticated. Thus, the data is available and the tools are emerging, but the problem is the lack of skills and resources to use the tools.
Cloud — This driver is a decade old now in CRM, having started back in the late 1990s with the rise of application service providers. In many ways, the low-hanging fruit for cloud adoption has already been picked. The remaining areas of CRM application functionality will be ever harder to adopt in a cloud delivery model, so the switch to cloud will steadily slow.
Internet of Things — As cars, buildings, bodies and chairs are connected to the internet and as the price of sensors and communications drops down toward $1, the automotive, construction, healthcare and hospitality industries, among many others, will be transformed. At the forefront of this shift will be sales, marketing and customer service departments in promoting, selling and supporting the new services.
"These drivers are spurring a critical need for more traditional operational CRM as CRM continues to top software investment priorities. This further validates businesses' focus on enhancing customer experience and consistent investment in CRM software, especially in CSS, marketing and sales software," said Ms Correia.
More detailed analysis is available in the report "Market Trends: CRM Digital Initiatives Focus on Sales, Marketing, Support and E-Commerce." The report is available on Gartner's web site at http://www.gartner.com/doc/2657016.
12/02/2014 - A abertura de capital da Alibaba Group Holding, empresa chinesa de comércio eletrônico valoriza em torno de US$ 128 bilhões, segundo cálculos da Reuters.
A empresa deve fazer sua oferta pública ainda neste ano, e o valor potencial de companhia chinesa é um sinal importante para investidores interessados em lucrar com a expansão do mercado chinês de varejo online.
Uma recente pesquisa da Reuters com oito analistas, colocou o valor de mercado do Alibaba em aproximadamente US$ 140 bilhões e o valor do IPO (oferta pública inicial) de US$ 15 bilhões.
10/02/2014 - Desde o lançamento global do programa de apoio a startups da Microsoft, o Microsoft BizSpark, o ecossistema de inovação brasileiro evoluiu de maneira significativa. Os entraves para a criação de um novo negócio tornaram-se menores, mas o apoio nessa fase inicial do negócio continua a ser fundamental. É com base nesse contexto que, cinco anos depois, a Microsoft reforça seu compromisso com o ecossistema de empreendedorismo e faz um novo convite para que startups de todo o país se candidatem ao programa.
Para participar do BizSpark, é necessário que a startup tenha menos de cinco anos de existência e faturamento de até US$ 1 milhão. Caso seja aprovada, a startup tem acesso gratuito a diversas plataformas Microsoft, agrupadas no pacote MSDN. Caso fosse cobrada, a assinatura do pacote teria custo anual de US$ 13 mil por ano. A startup também pode utilizar gratuitamente o Windows Azure, cujo custo seria de US$ 150 por mês, podendo evoluir para um benefício de até 60 mil dólares. Além disso, a Microsoft oferece suporte, treinamento presencial e online para empreendedores, além de relacionamento com time de produtos e contas.
Desde 2008, o BizSpark já apoiou mais de 3,7 mil startups brasileiras. Somente na primeira metade do ano fiscal 2014, que termina em junho deste ano, 578 novas startups aderiram à iniciativa. Não há pré-requisitos ligados à área de atuação, tampouco quanto ao produto final da startup. Pode ser tanto um aplicativo para Windows Phone quanto para Android, por exemplo, desde que a plataforma para o acesso aos dados na nuvem seja o Windows Azure.