mobile devices – Cooper Mann Consulting

December 9, 2013

Servicing Fundamentals: Are Vertical Software Products Becoming Obsolete?

As mobility and the Internet continue to drive changes in how people interact with technology and each other, businesses are finding that the compelling arguments presented by many cloud service providers are tough to ignore. Anytime/anywhere/anymode access to business applications and data, focusing on core business issues and outsourcing non-core processes, streamlining and connecting processes to create efficiency and predictability in operations – these are the benefits which “connected” and cloud technology models are delivering. Cost efficiencies in supporting business operations are also being experienced, as the outsource IT solution often provides fault tolerance, scalability and performance at cost and service levels difficult to achieve with in-house systems and personnel. The scale economies of the cloud cannot be argued with, and it is this cost-efficient and effective provisioning of fundamental business services to users that is increasingly pressuring vertical software makers to either address the market with more fundamentally useful tools incorporated into their products or risk losing users to generalized and commonly used solutions.

Consider that many accounting solutions today have introduced the ability to connect document files to transactions. It makes sense, and provides a basic capability for accounting/bookkeeping which is necessary. On the other hand, what happens to the rest of the documents used in the business – the ones that aren’t associated with a financial transaction? And, if there isn’t mobile access to the accounting system, how are those attached documents made available to remote users and mobile devices? Another thing to think about is the fact that users now have the ability to interact with various files and applications natively on mobile devices, as opposed to having specialized applications to access limited data sets. File sharing applications and productivity tools are widely used by these mobile users, as they provide the flexibility to seamlessly access files regardless of device or location. This fundamental benefit of simple and affordable information access, storage and sharing is proving the value of a generalized approach to enabling users and helps to explain why the operating and file systems were the previous “killer apps” in computing technology. The question for vertical software developers now is whether or not they can effectively incorporate these popular services into their solution, or if the solution must limit its focus on addressing only the truly unique elements of the business rather than the general or fundamental ones.

A great discussion on the subject is an article on PrismLegal.com where author Ron Friedmann describes his similar question in the context of Box.com increasing use in law office environments and how this impacts the legal software market.

More generally, it should cause us to question the future of legal market specific software. I understand the need for customized software; for example, I am currently involved with developing and deploying legal project management software (Cael LPM™ by Elevate Services). But the market – both customers and vendors – must balance the need to meet legal specific requirements with economics and scale.

Box and other cloud providers can potentially sell millions of seats to thousands of organizations. Contrast that enormous reach, which spreads development cost over so many users, with legal market scale. The large law firm market has no more than 400 organizations and 500,000 seats. The development and service cost per user is much higher. Nonetheless, many companies have prospered creating highly customized software for the legal market. In the age of cloud and economies of scale, however, will those economics still be so favorable?

There will always be a place for vertical and industry-specific solutions of certain types, but there is an increasingly large population of businesses which have adopted generalized solutions to address fundamental business requirements, and users (and solution providers) are recognizing that these essential solutions are meeting the majority of the business requirement without specialization (and additional cost) required.

jmbunnyfeet Make Sense?

Read about why Lawyer Immunity from Delivering Customer Value is No More

Read about The Line in the Sand: Your RPO (Recovery Point Objective)

June 24, 2013

Cloud Computing Evolved: Disruptive Technology Goes Mainstream

A 2010 information technology report by IDC (International Data Corporation, a global provider of market intelligence) provided a few interesting predictions for Information Technology in these changing times. Not surprisingly, many of the predictions centered around the same “ingredients of IT industry transformation” which were identified in past years as being disruptive technologies including cloud computing, mobile devices and applications, wireless broadband, virtualized infrastructure, social networking, and smart devices being among those listed. The subsequent 2011 report suggested a continuing trend of spending and innovation in cloud technologies and mobile computing and in collecting and analyzing the huge volumes of data being generated. It is clear that cloud computing is evolving from being disruptive technology to mainstream IT.

Everyone must by now recognize the significant growth in use of online and mobile applications and services. If you haven’t noticed that just about everyone has a smart phone or tablet computer, then you’ve got your head buried deep in the sand. What this clearly indicates, and IDC supported the position with quantifiable evidence, is that the “disruptive technologies” of yesterday have transitioned from early adoption to mainstream adoption. This means that use of these technologies had pushed “well beyond” the first 10 to 15% of the market through 2010, and that customers were ready to integrate these new solutions as core parts of their overall IT strategy.

If you don’t believe that cloud computing, virtualization, and mobile access are becoming (have become?) mainstream, consider the staggering number and variety of mobile devices and networks available today. The adoption of these devices is driven by the availability of broadband wireless service, and their use is fueled by applications offering “social business” and “pervasive analytics”. No longer limited as a voice communications device, the mobile phone has now become the mobile workstation, capable of supporting a wide variety of business and personal interactions and functions intended to help users generate and analyze “unprecedented volumes of information” – and the 2011 report indicates that mobile computing is continuing to fuel the trend.

“Mobility wins” will be the top theme of the year as mobile devices outship PCs by more than 2 to 1 and generate more revenue than PCs for the first time. 85 billion mobile apps will be downloaded, and mobile data network spending will exceed fixed data network spending for the first time.

IDC’s 2010 report placed an interesting focus on the impact of this new era of IT, believing that it would be a launchpad for the creation of “intelligent industry” with an IT-enabled “intelligent economy”. This doesn’t apply only to those very large multinational corporations, like the IBM commercials about a smarter planet and the commercials where the box tells us where it (and the delivery truck) is. This new-found intelligence would allow businesses of all sizes to offer better and more customized services locally while dramatically expanding their market reach beyond geographic boundaries, and positioning themselves for accelerated growth.

As the number of intelligent communicating devices on the network will outnumber “traditional computing” devices by almost 2 to 1, the way people think about interacting with each other, and with devices on the network, will change. Look for the use of social networking to follow not just people but smart things.”

Business owners who find a way to leverage this new capability through innovative applications of cloud computing and mobile device access will almost certainly find that their businesses are better suited to addressing the needs of their current market, but are also poised to take advantage of emerging opportunities in emerging markets as well.

In 2010 IDC predicted that by 2012 we would begin to see the “slow death” of cloud computing – the term, not the technology model. Even though cloud computing is one of the hottest buzzwords in tech today, the model is becoming mainstream to the point where it is no longer considered a bleeding-edge method of computing requiring its own descriptive name. While IDC may have been a bit off in terms of forecasting the slow death of “cloud” terminology, their finding that the evolution of cloud computing models is rapidly progressing from disruptive to mainstream appears to be spot on.

Joanie Mann Bunny Feet Make Sense?
J

updated from original post in 2010

February 4, 2013

Lean and Mean – Improving Sales and Distribution Performance

It is surprising that, even in this world of Internet marketing and online commerce, many businesses are operating at levels far below their potential. Reliant upon people rather than information and process, these businesses are weighted down by their legacy approach to getting things done. They throw money and personnel at the problem, adding more “fat” to the business and making sustainability just that much harder to achieve. The right approach, and the mantra of all manufacturers and distributors, should be to work “lean and mean”, applying technology and business principles which support agility and improved process efficiency.

The center of lean business is in operations, and includes all aspects of the “order” processing and support systems. From the point where an order is sought, to the point of order entry, and through to delivery and service – all aspects of the operation must be addressed for the business to achieve maximum success. Innovating in operational areas, such as in order management and distribution, can help the business rise above others in the market and create a significant competitive advantage.

What becomes challenging for many businesses is the fact that years of working in established “silos” often makes it difficult to introduce the cross-functionality necessary to support lean operations. It is not sufficient to simply suggest that the organization work collaboratively to streamline processes from order through to service and support. Work groups and team members must work together and adapt to delivering process improvements, following through with the actions necessary to turn the philosophy into bottom line results. Good support is required to keep customers, and a good product is necessary to support increased sales. No aspect of the operation stands alone, so each is necessary to participate in making end-to-end improvement. Additionally, back-office processes must be aligned to work collaboratively where required, supporting efficient operations rather than creating unnecessary bottlenecks or delays.

The key to developing a lean and mean, high performance operation is applying the technology and principles which translate into improved profitability and customer retention. In many cases, the same solutions which create customer “self-help” capabilities are also solutions which can address similar needs for internal business users. Ultimately, the goals are elimination of redundant or error-prone processes, establishing the sharing and secure collaboration of information throughout the organization, implementing integrated systems which allow users to efficiently perform their particular tasks, and working cooperatively with others in the supply chain to maximize the real-time capability and efficiency.

Rather than continuing to utilize basic record keeping solutions, or accounting products which aren’t prepared to address the specific operational aspects of the business, owners and managers should be looking to the tools and solutions which will help them develop the framework to support improving operational performance, turning people knowledge into sustainable business profitability.

Make Sense?

Accountants and Small Manufacturers: Getting in Front of the Ball

October 18, 2012November 15, 2019

Accountants and Small Manufacturers

Getting in Front of the Ball

There’s a lot more to accountability in a manufacturing or inventory-based business than simply keeping track of money in and money out. Particularly in an economy when nobody can afford to build or stock products too far ahead of demand, it is essential that these businesses have a means to not only track and manage purchasing, manufacturing, distribution and stocking activities, but to understand conditions or trends which impact the flow of materials and cash through the business. Further, this understanding must come in a timely manner in order for the business owner to make decisions and take action when it matters most. Unfortunately, many business owners find themselves “behind the ball”, constantly pushing to make forward strides, and often due to not having the information they need to make business decisions that matter now, today.

Why is it so critical for these businesses to have more and better information to help them make strategic decisions and answer daily operational questions? In a word: connectedness. The Internet has truly made the world smaller when it comes to participation with even the smallest of local businesses. Globalization of markets has impacted manufacturers in significant ways, and these businesses (like so many others) must now be prepared to address the realities of global supply chains, outsourcing, and a remote or mobile workforce and market. While many of the software solutions addressing the functional business requirements of manufacturing and inventory or warehouse management are “locally implemented” solutions, extending and integrating these solutions to address the new global and mobile paradigm may represent a significant expenditure in time and resources for the small enterprise.

Application hosting and web-based solutions have emerged to help businesses address the need to “modernize” legacy applications and enable greater levels of system management and access. Introducing the applications into a centralized and remotely accessible environment allows the business to immediately deliver the necessary support for remote work and mobile access, and positions the system to facilitate collaboration within the business and with outside participants, such as outsourced bookkeepers, accounting and finance professionals.

These professionals can be instrumental in assisting their clients manage the change to new collaborative computing paradigms. Where accounting was previously viewed as an after-the-fact process, accountability through detailed activity tracking and reporting is now a focus which begins at the front end of the business, and accounting professionals are finding far greater value in helping structure and manage this daily activity in order to deliver greater operational information and insight. Rather than being the last people to know what is happening in the business, accounting professionals are recognizing that their ability to positively impact business performance requires getting “in front of the ball”, initiating process structure, data control and collection which ultimately results in better and more informed decision-making through better and more timely access to more meaningful information.

Businesses at all levels are realizing that new computing paradigms can ease the burdens of collecting and sharing information, yet most small companies need help in determining exactly how to approach this “enabling” of the business and systems. While accountants are also experiencing dramatic change in how they do business, it makes sense for them to embrace the opportunity and recognize that enabling client systems will ultimately allow the accounting professional to work more closely and to deliver more tangible value to their client on an ongoing basis. Online accounting approaches are no longer a fad but are the new reality supporting how many bookkeepers and accountants work with their business clients. Extending access beyond accounting and bookkeeping systems, and incorporating support for operational and line-of-business solutions, is the next step which will bring the accountant closer to the client business, and position both to benefit from deeper collaboration and useful insight.

Make Sense?