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Business Strategy for Software Executives |
October 2 , 2006 |
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10 Tips for Evolutionary SuccessPioneering a market segment and then sustaining category leadership throughout years of industry advances takes courage and determination.By Tayloe Stansbury, Ariba Weíre ten years old ñ but we feel much older. At Ariba, weíve had several lifetimes-worth of experience. As a dotcom era pioneer, we helped establish the importance of the business-to-business space. As the ìbubbleî burst, we moved quickly to consolidate our offerings based on our core competencies. And as the next-generation of enterprise software models and technologies dawns, Ariba has evolved yet again to best serve our customers evolving needs. Staying relevant and retaining leadership during this tumultuous decade did not happen by accident. There are countless executives who engineered changes across the company. The best practices which ensured Aribaís success may provide other established vendors with strategies for navigating the rapidly evolving realm of enterprise software.
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Superman as Product ManagerEveryone knows that CEOs have a difficult job. But product managers rate a close second, according to Nilofer Merchant of Rubicon Consulting. Read Nilofer's analysis of why product management is so critical and how the best product managers get it right in this week's post to the SandHill.com Blog on Sales & Marketing. The CIO Splits: The CPIO and CITOAs Vinnie Mirchandani expained in last weekís SandHill.com oped, CIOs today struggle to innovate with the litany of demands placed upon them. Philip Lay of TCG Advisors explains the benefits of splitting the CIOís job into two separate positions to tackle both business process innovation and technology advances in this weekís post to the SandHill.com Blog on Innovation Strategies. Publish Your Perspectives!The SandHill.com Blog wants your opinions. Send your thoughts on the enterprise software industry to editor@sandhill.com and weíll publish them in our blog.
Becoming an Adaptable CorporationTo survive, organizations must execute in the present and adapt to the future. Few of them manage to do both well. Read more on executing vs. adapting and how to create an adaptive social architecture in this this article from The McKinsey Quarterly. Poll: The New Big 5?The numbers show that Infosys and Tata Consultancy Services now have market caps that exceed that of Accenture. Have Americaís services firms passed the torch to their Indian counterparts? Give us your two cents. Ý Last week, SandHill.com readers gave their opinions on the HP espionage scandal. More at SandHill.com:Software-as-a-service moves past its "tipping point." Nexaweb Technologies receives $10 million. GlobalLogic buys Bonus Technology. Ray Solnik named president and COO at OpSource. Send us your feedback on this newsletter and the SandHill.com site. Parting ThoughtìIn real life, strategy is actually very straightforward.Ý You pick a general direction andÝimplement like hell.î Courtesy of Malcolm Kusher, The Kushner Group |
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Symphony Services helps enterprises leverage the global economy to gain competitive advantage. Symphony combines core competencies in complex analytics and software engineering with deep domain knowledge and process expertise to deliver measurable value to clients. SOFTWARE PULSESoftware Pulse is a publication of SandHill.com, the online resource for software business strategy. To subscribe, To unsubscribe, see the bottom of this email. Forward this email to a friend Send us your feedback, SandHill.com is published by Sand Hill Group, which provides investment and management advice to emerging leaders in the $600 billion enterprise software, services and solutions market. Sand Hill Group produces the Software and the Enterprise series of conferences for industry executives, and authors research reports on cutting-edge technology topics. |
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