Profile of Josh Greenbaum
News & Commentary Posts: 55
Josh Greenbaum is principal of Enterprise Applications Consulting, a Berkeley, Calif., firm that consults with end-user companies and enterprise software vendors large and small. Clients have included Microsoft, Oracle, SAP, and other firms that are sometimes analyzed in his columns. Write him at [email protected].
Articles by Josh Greenbaum
When a company's most recent success is a good Olympic slogan, it's a sad day, but such is the current state of HP. The once mighty force has become a fragmented mess.
As Dell embarks on an ambitious software journey, it must map out a plan to overcome early obstacles. Here are some key issues Dell must address.
Microsoft must come up with killer apps that take advantage of the potential of Window 8, Dynamics, Azure, and the rest of its stack.
Microsoft has innovated well on the tech side of Win 8/Metro, but it has a huge problem on the commerce side.
While rumors about a Yammer deal are getting all the attention, Microsoft really should focus on filling the human resources management system gap in its product line.
Microsoft's game-changing new interface: Good for the enterprise, not so good for Apple and Google.
Oracle's CEO should just talk honestly about what his company is doing, instead of putting on a show. Ellison the reasoned market leader is whom we'd like to hear from.
As the Lars Dalgaard era begins, SAP faces a major challenge in sorting out its cloud strategy.
If SAP's new benchmarks are accurate, in-memory technology could take scalability concerns off the table and help SAP compete with Oracle on better terms.
The "moat" around Oracle's CRM products that once kept customers from leaving is drying up as Fusion comes up short and more viable options emerge.
Microsoft's Convergence user conference convinced me that Dynamics will be a major player in the cloud, as Redmond bets big on customer choice.
As on-premises ERP dies a slow death, the hybrid enterprise, not pure SaaS, will be the dominant model for some time to come.
Disconnected governments and disempowered citizens are why we need a full-blown, nationwide public sector CRM program.
The vendor must get ready to grow its developer community, harness the sensor data revolution, and bring together the consumer and enterprise worlds.
Now SAP faces the huge task of convincing the jaded enterprise training market to invest in training.
2012 is the start of an enterprise gamification revolution that will let companies achieve social collaboration goals.
Applications strategy is the antithesis of integrated, a hairball of products born of a mergers-and-acquisitions strategy.
The two companies appear to be on track to become a cohesive strategic unit, now it's time to execute on that potential.
A customer's query at SAP's Sapphire User Conference forces a closer look at the two companies.
Léo Apotheker has Hewlett-Packard positioned right where it needs to be.
The vendor has hit its stride on the technology front and now must worry about how to compete in the channel.
Betting on sell-through synergies between enterprise apps and the rest of the company, Microsoft shows that shop floors can benefit from consumer tech.
CEOs and line-of-business buyers will be impressed by the list of supercharged applications and a BW upgrade. Now it's up to competitors like Oracle to respond.
The secret sauce is tight integration to the entire Business ByDesign suite. That makes it possible to deliver the kind of deeply integrated CRM/ERP app that Salesforce has to partner to deliver.
The 'gamification' of the enterprise could make work more compelling, engaging and -- gasp -- fun.
To compete in the enterprise with the likes of IBM, Oracle, SAP and Salesforce.com, Microsoft has to take a more direct approach.
Ellison is talking Oracle into a corner with SAP, HP and IBM while ignoring Microsoft to his peril. Meanwhile, Philips may put Oracle in the middle of Infor's target.
The prospects for the company's technology and multi-front, hybrid strategy look good. Now it's a matter of market execution.
I am happy to report that I found the signs of life for the apps side of the business at Oracle Open World, though on keynote night Larry Ellison spent so much time on selling hardware that by the time he got to talking about Fusion many in the audience were no longer paying attention.
The HP Way died a miserable death on the altars of Oracle Open World Sunday night, in an auto-da-fe of medieval proportions... No need to say anything, just let HP be HP and make the company's growing irrelevance so stark and obvious that nothing else needed to be said, or done.
More and more I'm seeing that the most critical business problems to be tackled today in the enterprise center around enabling and improving the myriad relationships -- inside the firewall, outside the firewall, and all points in between -- that make key business processes come to life.
Oracle is now more firmly a hardware company than it was last week, when all it had in the hardware category was a company called Sun. Indeed, with Mark's ascendancy and Charles' "retirement," the real question is whether Oracle's applications product line will ever become a major part of the company's product focus again.
Fellow Enterprise Irregular Phil Wainright has commented on my recent post regarding multi-tenancy with a well-considered rebuttal that I believe deserves its own rebuttal in turn. Here it is:
The benefits that multi-tenancy can provide are manifold for the vendor, but these rationales don't hold water on the user side... That's not to say that customers can't benefit from multi-tenancy, but they are side-benefits, subordinate to the vendors' benefits.
Through the end of the last decade, license revenues often outstripped service-and-support revenues by a factor of two or more... The dotcom bust and the subsequent recession began a significant restructuring of this revenue split...
It's tough being SAP's Business ByDesign in an unforgiving market. Having been launched and then pulled back, redesigned and then offered back to a market that is a little more jaded and a lot more cautious... the ByD team is facing an almost unprecedented quantity of challenge, skepticism, and even ridicule.
In a heterogeneous IT world, the IBM/SAP/HP/Oracle struggle for control leaves you somewhere between Hell and the catbird's seat.
A real revolution is at hand -- and it's the ability to develop, display, manage and otherwise leverage unstructured data across the enterprise. Not excited? You should be.
Businesses must be extremely vigilant that they aren't "automating out" exploratory innovation all in the name of process automation.
Hidden beneath all the new stuff collecting under the Web 2.0 umbrella is a simple fact: All that coolness exists to do an even better and more invasive job of marketing goods and services to Web users.
Replacing mainstream media with something more personal but less accurate just shifts the problem around without solving the real issue: Where do you go to find the truth, the whole truth and nothing but the truth?
New information sources, such as blogs and wikis, are extremely hazardous to corporate health.
The trouble with terabytes is too much money spent on hardware, software and administration.
Customers come last when software companies play the M&A game.
There's no love lost between software vendors and customers.
As vendors get busy with mergers and acquisitions, they're usually skimping on product innovation.
Smart new applications are taking on tough, industry-specific problems all-purpose BI tools can't handle. Just don't call them analytics.
A revolution awaits in software pricing as services and composite apps change the game.
Take the mystery out of gauging IT project success.
Our interconnected world forces application users to face reality: It's time to upgrade.
The difference between data, information, and the truth has never been so important.
Welcome to the not-so-intelligent enterprise, where too many of us live and work. Is there a way out?
The software vendor may not be the reason why your enterprise software project is failing.
Social networking with software: It can be positive, but not as a goal in itself.
The anything-but-Microsoft industry scrambles to free up IT dollars and locate competitive advantage.