The traditional approach to optimization in process and decision support systems is to model the problem using a framework (e.g. business processes, business rules, or a combination of the two), integrate the model to the necessary data sources, deploy and execute the model using an engine that understands the model, observe and analyze the execution over time using integrated monitoring and analytics tools, identify bottlenecks and issues in the model, modify the model to address the issues, and redeploy it. This iterative process can be represented with Figure 1 below. For more on this refer to my article on BPM. Continue reading →
I run a few pages and groups on Facebook. For some time now some fans and members have been complaining that they don’t get any updates from me. I am a fan of many pages on Facebook myself. A while back, I stopped seeing updates from certain pages. Unless I remember to go to those pages I don’t get to see their updates. I may also be missing updates from friends.
Your Facebook news feed is populated by posts from your friends (and following), and pages you’ve liked. There are also sponsored posts (ads) that Facebook decides to add to your news feed based on your activities, likes and behavior on Facebook and beyond. All these are competing for real estate on your news feed. If you’re like me and have many updates coming in, your’re bound to miss out on much of it. The more friends you have, and the higher the number of pages you like, it is less likely that you get to see their updates as they all compete with each other for space on your news feed. Continue reading →
Widespread adoption of social networking in the consumer market by late 2000s, got the attention of B2B software vendors early on. Employees in an organization can potentially use a Facebook-like service internally to better communicate, network, share knowledge and expertise, and collaborate on projects. Such a service can also be extended to customers and partners by building and managing communities of partners and customers who may share knowledge and support each other. This was yet another example of consumrization of IT, where a trend has moved from the consumer market to the business and enterprise. Continue reading →
I often get questions about product management and product marketing from potential clients and employers: what they entail, how they’re different from one another, how they work together, what are the important skills for each one, etc. In my previous posts on marketing, I’ve covered this topic to some extent. Here I want to get into some of the finer points around product marketing and its relation to product management and sales.
One of the interesting developments in software and cloud in the recent years is the so-called file sync and share space that started to shape up in mid to late 2000s. Back in 2011 I spent a few months researching this space as part of a strategic project with a previous employer, and continued to cover it through early 2013. At the time start-ups such as Dropbox and Box were getting good traction and were reporting impressive adoption and growth. These vendors were getting impressive valuations and funding and a few got acquired. The growth, however, was primarily in number of consumer-oriented users, which didn’t necessarily translate to revenue, given the freemium model that most of these vendors use. Continue reading →
In the previous post, Introduction to Competitive Intelligence, I provided an overview of CI and introduced a high-level CI process. In this post I discuss the process in further detail and provide CI guidelines and best practices. CI is the process of research and gathering information on the target markets, the competitors and their products and customers, synthesizing and analyzing the information, and delivering it in a consumable form to various internal teams — sales, marketing, product management, product marketing, and the leadership — who may use the CI analysis for better decision making in their respective areas. Below is the CI process. Continue reading →
The other day I came across this quote by Henry Ford (cited in Personal MBA by Josh Kaufman): “The competitor to be feared is one who never bothers about you at all, but goes on making his own business better all the time.” While that statement can be true, it may seem to undermine the importance of competitive intelligence (CI) function. But to make one’s business better, one must know and understand the competition well. Continue reading →
Recently I got an email from LinkedIn that I have one of the top 1% most viewed profiles on LinkedIn in 2012! See image below. My first reaction was to check and make sure that it was not a spam or virus. It was legit and signed by the LinkedIn SVP of products and UX, Deep Nishar. Frankly the email was a surprise to me. I am not famous and I don’t have big words such as CxO, founder, investor, or VC in my titles. But considering that LinkedIn is the most important business and professional networking site for me, I shouldn’t be taking this lightly. Well, at the outset it is a good thing, but why and how? Continue reading →
Back in 2009, in “The etiquette and math of follow in Twitter“, I wrote about the differences between followers and followings in Twitter vs. friends in Facebook. Friendship in Facebook is a 2-way relationship. If I add someone as a friend in Facebook, we are not friends unless she accepts my friendship request. So it is a handshake. It is the same way in LinkedIn: if I add a contact, he will need to accept my request for us to link. Continue reading →