Intel has put together SuiteTwo, “a rich set of interconnected services that combine to improve productivity and enable high-engagement marketing. SuiteTwo includes the most trusted platforms for blogs, wikis, RSS feed reading, and RSS feed management, all under a single management interface.”
– Blogging powered by Movable Type
– Wikis powered by Socialtext
– RSS feed reading powered by NewsGator
– RSS feed publishing powered by SimpleFeed
– Integrated Services provided by SpikeSource
Jeff Nolan left SAP recently and joined Teqlo.
The fundamental problem that has bedeviled application developers is that they are fundamentally disconnected from the people who use their applications. They have design partners and focus groups, beta periods where feedback is channeled back to the developers and tweaks made, and there are post-release initiatives aimed at improving the quality and satisfaction rate of the product but even in the best run process the users are not intimately involved in the development process. With Teqlo the users are intimately involved because they are the developer.
To expect that users, even power users, will be able to build applications that stitch together web services from multiple vendors is a stretch. Teqlo isnt attempting to build a new development language like Ruby on Rails that dramatically lowers the barrier, what we are doing is essentially reverse programming. Were treating development as a data flow problem, not a programming flow problem. If there is a core piece of technology that we have invented, it is the routing methodology and not the semantic definition of components; Teqlo takes web services that are wrapped up as components, we call them Teqlets, and determines the optimal sequencing based on the data inputs/outputs of each component. Yeah, its hard and there is a lot more to it than I am revealing here, but the point of this post is not to talk about our technology but rather what it means for users.
Dan Farber has more.
Knowledge@Wharton has an interview with Henning Kagermann, CEO of SAP:
Knowledge@Wharton: For many years your products were primarily based on a three-tier client/server architecture. Now you are moving into Web Services. But various Web Services architectures have different goals. There is the ability to make software applications more modular, more easily configurable by the customer and more flexible for you to develop. But there’s also this notion of “on demand,” hosted “software as a service,” where the customer uses only a web browser. Are you doing both of those? Is one more important than the other?
Kagermann: They both are interconnected, but the first one is more important — that you have an architecture which is modular enough to “plug and play,” to use existing services to compose different innovative business processes. It means that you can innovate your process and be quicker than your competitor. Or you can better integrate into the process of your customer. That is the number 1 priority, because it gives us a competitive advantage.
The second one is more about how you deploy software and how you buy software. And, yes, with this architecture we will have different deployment options for having software “on-premise,” like today, but also in a hosted, on-demand mode. But we have one difference to traditional on-demand models. The traditional approach to “software as a service” is an ASP [application service provider] “hosted” model. So it’s one size fits all.
[via Sadagopan] Jeff Nolan writes:
1) Direct enterprise selling sucks, is highly inefficient, and makes you do unnatural things in your product strategy in order to drive higher deal sizes
2) Large enterprise software vendors are not the future…There are 38 million businesses in the U.S. alone that have less than 10 employees, there just has to be a way to grow our collective markets by appealing to these business users and Im pretty confident in saying that it isnt going to come from SAP, Oracle, or IBM.
3) The SOA-ification of big enterprise products has attacked a technical dimension, not an economic or business model one.
4) Big enterprise software has historically been a product driven development process, not a user driven approach.
5) Lastly, and most importantly, there are no new big killer apps that are going to be built for todays enterprise. Global business has spent the last 40 years automating every corporate function that is worth automating, and then they automated it again through process reengineering and once more when that didnt work out quite like everyone thought.
Forbes has 10 stories. One of them:
Construction company Emcor Group put voice, e-mail and specialized applications on a handheld device that fits in a shirt pocket. That’s providing a practical way to keep the people closest to the customer up to date.
Field technicians are now more productive, using a wireless dispatching system tied to Emcor’s customer support center. The result: Customers are served better and faster and with consistently higher quality. Technicians arrive promptly and are better prepared to address customer concerns.
The same device used by the technicians for this service application also is their cellphone. Emcor recently added e-mail delivery to the device, further integrating the tools and resources needed every day. The approach has improved time to invoice, invoice accuracy and overall customer satisfaction by more closely integrating the field to the office.
Forbes recommends Google Calendar, Gmail, Google Notebook, Google Spreadsheets, Pageflakes and YouOS, amd ZohoWriter.
Quotes from a Forbes interview with the Oracle CEO:
You have to take a broader view and realize this is an industry like any other–telecom, railroads. They went through consolidation. Why shouldn’t the computer industry be any different?
This shouldn’t have been a surprise to anybody. But it seemed to be, and a lot of people thought I was nuts when I said these things. And that’s why we’re out there alone as a consolidator.
Building Oracle is like doing math puzzles as a kid. I was vehemently against acquisitions. Now, let’s buy everything in sight. Well, that’s a slight exaggeration. We’re a little more strategic than that. But everything was on sale.
I love problem solving. How to make the closet bigger in the house I’m designing. I know, it sounds funny. SAP is twice as big. Now, there’s no growth–what do we do? It’s all problem solving. Designing, building, problem-solving.
InfoWorld has a special report.
Business Week has an interview with Ray Lane of Kleiner Perkins:
At Podshow, a company I’m on the board of, they find user-generated podcasts, promote it on their network, and syndicate advertising into those podcasts. So it’s a consumer business. I’ve had them come and talk to a number of enterprises, and it’s funny. There are these glassy looks on the executives’ faces because they’re the senior CIO types who have no idea.
Then they get into it. They see this is going to be a more democratic, bottom-up process where people are blogging and podcasting and using social networks. They see that’s going to be a great way to communicate because more of their customers are not going to be listening to radio or watching TV. They’re not going to be reading magazines. The only way you can communicate with them is through these new media.
InfoWorld writes about 15 companies to watch.
ActiveGrid speeds Web application development
Akimbi virtualizes the application test bench
ConSentry locks down the network
Determina pre-hacks applications against intruders
Fabric7 promises high-end servers at low cost
Fortify scours code for security vulnerabilities
Gigamon offers one view of many monitoring systems
Jitterbit shakes up application integration
JotSpot delivers enterprise wikis and mashups
Splunk combs log files for hidden problems
Sxip simplifies identity management across domains
TrueDemand keeps retailers from running out of stock
XenSource rolls out cross-platform virtualization
Zenprise spots Microsoft Exchange failures
Zimbra’s Web-based platform takes aim at conventional e-mail