Business Strategy for Software Executives
January 2 , 2007
Big Questions for 2007
The outlook for the coming year in the software industry will depend on resolving several key issues. Here is a review of the latest thinking on key topics.
By M.R. Rangaswami, Sand Hill Group
If 2006 was a year of transition, 2007 will be a year of advancement.
The software industry is on new footing and is poised for significant moves in 2007. New technologies - such as software as a service (SaaS) and services-oriented architecture (SOA) - have become a well-integrated part of life for both vendors and buyers. Open source and Enterprise 2.0 models have not yet materialized as solid business models but may do so in 2007.
The software vendor landscape continues to evolve rapidly. M&A has become a way of life. The offshore services firms play an ever larger role. And venture capitalists continue to fund new crops of innovative companies to keep everyone excited and moving forward.
Here is a look at the most significant questions facing the software industry in 2007 and a review of the latest thinking on how they may be answered. These outcomes will determine the rate of progress in the software business during the coming year.
McKinsey's "Trends to Watch "
Macroeconomic factors, environmental and social issues, and business and industry developments will all profoundly shape the corporate landscape in the coming years. Find out which trends corporate executives need to watch in the coming years in this article from The McKinsey Quarterly.
Enterprise 2.0 Takes Shape in 2007
A look at the forecasts for corporate IT shows that Web 2.0 technologies will play a key role in the year ahead. Read which three trends point to a bigger future for Web 2.0 in this post to the SandHill.com Blog on Enteprise 2.0 from Serendipity Technologies.
Publish Your Perspectives!
The SandHill.com Blog wants your opinions. Send your thoughts on the enterprise software industry to firstname.lastname@example.org and we’ll publish them in our blog.
Don’t Miss: The Elusive Art of Postmerger Leadership
Mergers that appear to be successful in the short term often destroy value later on. By concentrating on five issues, CEOs and top teams can increase the odds of a genuinely happy ending. Read more in this article from The McKinsey Quarterly.
Poll: Software Story of 2007?
What will be the story that epitomizes software business in 2007?
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“Success consists of going from failure to failure without loss of enthusiasm.”
Courtesy of Malcolm Kusher, The Kushner Group
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