The Indicee Blog

Reflecting upon Sage Insights 2010

by Scott Pledger on May 22nd, 2010

I am back in the office after a whirlwind trip to Denver for the annual Sage Insights conference. This 2010 edition was my first as a Sage alumnus and I came away with a feeling that not only is Sage, and its ecosystem of partners, world-class in business but also as people. I guess I knew this all along, but sometimes it takes time away to truly appreciate it.

Here are a few of my conference observations:

Cloud computing is moving to the forefront of the Sage product strategy. In his keynote presentation, Himanshu Palsule, EVP of product strategy and marketing, called cloud computing one of two major trends to capitalize upon and introduced Sage North America’s cloud-based “connected services” as a key product strategy pillar. Connected services take “the richness of on-premise applications and connect to the reach of cloud-based services.” The launches of Sage SalesLogix Cloud and Sage Fundraising Online are examples of Sage dipping a toe in the “cloud” water (does that make it “rain”?)

Visitors at Indicee's booth at Sage Insights keenly interested in Cloud BI....or maybe Craig was sharing another uproarious story from trade shows past.

Business intelligence continues to gain in prominence within the Sage community. This year’s conference featured an entire presentation track dedicated to business intelligence, analysis, and reporting. And if the buzz at the Indicee booth was any indication, the opportunities for cloud-based analysis and reporting solutions are immense. Business partners outlined the challenges that clients are facing when it comes to creating and updating reports especially when the data resides in multiple systems such as Sage ERP MAS or Sage ERP Accpac and SageCRM. Conversations also revealed that the complexity and costs of typical on-premise BI solutions are often barriers to adoption.

Sage ERP Accpac – still near and dear to me – continues to garner much attention as the ERP of the future (very near future with Version 6 beta just around the corner); the slick user interface and improved workflow continue to impress. Kudos to the product team under the leadership of Scott Zandbergen, Erik Kaas, Alok Tyagi, and others.

The Simply Accounting group under the stewardship of Jamie Sutherland continues to be one of the most innovative teams in the Sage family. They have followed up on the success of Billing Boss, the online invoicing tool, with a mobile payment processing solution called Payment Boss.

Sage continues to be the “partner’s choice” for top vendor–forthrightness, integrity, and accessibility are a few of the words that come to mind to describe Sage. Speaking with fellow attendees and trolling the online forums, common themes are the positive feeling about the Sage team and a real bullishness about the Sage strategy.

A big shout-out to the entire Sage team for pulling off another successful Insights conference. Can’t wait until Sage Summit 2011 in DC.

Keep dialed into this channel for more Indicee news including the upcoming launch of our iPhone & iPad mobile reporting application (incidentally, Himanshu indicated that mobility was the other key trend influencing Sage product direction).

Scott Pledger

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Road Warriors

by Craig Todd on May 18th, 2010

What is it about life in a startup that is so compelling? Certainly not the coffee. We have amazing developers in our company, none of whom left a promising career as a barrista to join our team.

For me, it’s the opportunity to have impact. The ability to go out on a limb. The chance to come up with ridiculously creative ways to save a buck.

Attending Sage Insights 2010 conference in Denver this week. Hanging with old friends and making new ones in the Mile High City. For those of us that have done time as the “booth babe” or “demo dolly”, traipsing our laptops, banners, flags, t-shirts, business cards and promotional literature around the country, we recognize the high cost of shipping all of our wares from show to show. After 10 years and over 100 shows, someone suggested I try taking my booth on the airplane with me. Ok, it’s hardly carry-on luggage. The pilot never comes on to suggest that anyone wheeling aboard a trade show booth should please place it in the overhead bins wheels first. I took it anyway. It’s about $800 to ship one of these things, not to mention, for us Canadians, the pain and suffering of dealing with customs brokers while cross-border shipping.

So, away I went, booth in hand. If you’ve never shipped one, they’re not exactly teensy. About 65lbs and over 3 feet tall. Basically, it’s like shipping an 8 year old. A really wide 8 year old with wheels on the bottom. I expected it to take a while for everyone to figure out what to do with my over-sized package, so I made sure I arrived very early for my flight. Much to my surprise, they’ve handled this sort of thing before. No problem. 25 bucks and a baggage tag later, I was dropping the booth off at the oversize bag check-in.

Of course, arriving in Denver, I fully expected to deal with lost luggage, my booth bound for Spain. Nope. There it was, in all its glory, already unloaded from the belt when I arrived by the carousel, and as fast as I could wheel it over to the regular luggage offload area, there was my suitcase. Now, of course, I’m expecting the worst. Nothing goes this well for me when traveling. Must be a hassle waiting for me with the cab, the hotel, the delivery of the new shirts, something. Wheeling out the big black case, the suitcase and the laptop bag, I head for the taxi stand, fully expecting a negotiation with a mini-van driver on the oversize nature of my belongings. Instead, I’m greeted enthusiastically by a driver who insists he can fit everything into his car. And he does. Flat rate to city, just like everyone else. Tipped well.

Checking in? Everything is ready Mr. Todd (note, they actually used my real last name and got it right. Interchangeable first and last names are a curse, but that’s a whole other story.) Oh, and there’s a package waiting for you – must be those shirts you ordered. Wow. At this point, I’m waiting for the Apocalypse. Nothing goes this well on the road.

The point of the story? None really. The next step was to get ourselves to the store and buy some monitors to give away at the booth. Renting ANYTHING for a trade show is outrageously expensive. $1400 for internet service, $1000 for carpeting and vacuuming, $300 to rent a monitor, $3.50 for a bad cup of coffee – you get the idea. So, instead, I buy brand new monitors and give them away. Makes me happy – no waste. Instead of renting at inflated rates and wasting money, I get to make 2 people really happy as they wing home with their new monitors.

We head down to the local Office Depot store and find the monitors we want. “We’ll take two”, we say. “Sorry, I can only sell you one”, is the reply. Apparently, “one to show and one to go” is their stocking policy and they refuse to sell their display monitors. Fortunately, the store manager arranges for us to pick up a second one at the other store. We hop on Denver’s free tram service (really cool service that runs the length of the 16th Street mall) and a short 3 or 4 or 6 or 7 blocks away – depending on which story you believe – we pick up our second monitor and we’re away to the races. Oh ya, stopped by the Capitol Building for a photo opp with monitor – I think we’re making this a tradition.

Keynote session has just let out. People to meet, coffee to be had. 7 hours at the booth ahead. No sweat, I’m wearing comfortable shoes.

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Business Intelligence Adds a Dimension to Your Strategy

by Geoff Devereux on May 10th, 2010

Everyone wants meaningful Business Intelligence (B.I.).  At least, everyone who hopes to do well in business endeavours to do so intelligently.  Everyone I know anyways.

Recently, someone kindly pointed out that B.I. is actually DETERMINISTIC as opposed to intelligent by its very nature…. being just a construct of rules and structure within an IT system.

This comment was brought about through a discussion around creating B.I. solutions, what is a good approach.

The talk actually ended sounding more like a Philosophy class than an IT group.  Inductive and deductive reasoning.  Asking questions.  Treating matters objectively.

Stuff about helping management understand their own strategy by questioning manifest business processes.  In order to arrive at answers to seemingly imponderable business questions.  Things like, “What are your business goals?”

Some Focus Points

- Let outcomes guide decisions

- Let goals guide focus

- Let value guide priority

* NORTH STAR Business Intelligence

The above-mentioned firm put on a talk through TDWI (The Data Warehousing Institute) in Vancouver last Friday and I was fortunate enough to attend.  For anyone local who is looking to better understand the B.I. space, these monthly meetings are a good start.  The local chapter is fairly “young”, but it’s been growing and I’ve got to say, the meeting was quite interesting.

Some other points that jumped out were:

- B.I. is a technical issue, but success is a human issue

- Always keep the broader vision in mind

- Understand that business processes, definitions, and meanings change over time

- Greenfield B.I. projects have an advantage [over existing systems (i.e. no baggage)]

- Think big picture, work the details

and – Choose for impact!


It appears the growing consensus in this group is that the technical barriers aren’t what is standing in the way of getting good B.I. spread all throughout the organization.  But it’s organizational psychology that sometimes stinks.

There’s a delicate balance that has to be struck.  Top management don’t want to feel like they are being lectured, or questioned.  But it’s education and Socratic inquiry that are required if the end B.I. solution is going to work.

In my view, part of the difficulty is that management doesn’t necessarily have their strategy worked out to the level of detail really required to get a “perfect” solution.  There’s a lot of moving parts regardless of business size.  But don’t look at me I’m just a software vendor.

Do you think I could be counted on to whip business strategy into shape?

Anyway you slice it, I think B.I. and strategy will always be inextricably linked.  As mentioned in the talk, these are tied into part of a feedback loop.

Helpful to remember this stuff.

Enjoy!

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Defining Business Intelligence

by Geoff Devereux on December 16th, 2009

The Historical View circa 1958

The notion of intelligence is…  “the ability to apprehend the interrelationships of presented facts in such a way as to guide action towards a desired goal.”

- Hans Peter Luhn, IBM Journal, October 1958

The above quote is generally credited with coining the term Business Intelligence (B.I.).  Luhn’s vision was ambitious for his time and it’s still ambitious today.  How much of the following article do you find relevant right NOW with respect to your business reporting challenges?

The following are direct quotes from the IBM Journal Article, “A Business Intelligence System” published 1958 with my commentary added:

Information is now being generated and utilized at an ever-increasing rate because of the accelerated pace and scope of human activities and the steady rise in the average level of education. At the same time the growth of organizations and increased specialization and divisionalization have created new barriers to the flow of information. There is also a growing need for more prompt decisions at levels of responsibility far below those customary in the past. Undoubtedly the most formidable communications problem is the sheer bulk of information that has to be dealt with. In view of the present growth trends, automation appears to offer the most efficient methods for retrieval and dissemination of this information.

With respect to the volumes of data being created in 1958, I think we can safely say, you ain’t seen nothing yet.  Keep in mind that 1958 was really the primordial soup of computing and information management.  At that time, the Integrated Circuit had just been developed which would pave the way for development of computing as we know it today.  Looking back on IT in 1958, I’m thinking it consisted of a “series of tubes”.

Luhn continues:

Ideally, an automatic system is needed which can accept information in its original form, disseminate the data promptly to the proper places and furnish information on demand.

So, in 1958, the concept of “on-demand” is also christened.  A blog I follow called, Only Dead Fish, by Neil Perkins references the Greek term, Kairos, recently when discussing the importance of context.  Kairos refers to, “the right or opportune moment” or “the supreme moment”.  I think this is the best way to think about the basic need/want underpinning the concept of on-demand.  I think this is how Luhn was thinking about it too:

One of the most crucial problems in communication is that of channeling a given item of information to those who need to know it. Present methods of accomplishing this are inadequate and the general practice is to disseminate information rather broadly to be on the safe side. Since this method tends to swamp the recipients with paper, the probability of not communicating at all becomes great.

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Wrapping Sage Summit in Atlanta

by Craig Todd on November 13th, 2009

Faster reporting for frustrated spreadsheet users. That was the message on the wall of our booth at Sage Summit in Atlanta this week. People would stop, stare and then tell us just exactly how frustrated they were. One woman proudly waved her arm in the air, practically jumping up and down and hollering, “That’s me! That’s me!”

demoatboothThe story was the same, time and again, regardless of location, job function or technology involved: people everywhere are wasting hours, days, weeks and even months cutting and pasting information from their applications into spreadsheets in order to analyze their businesses. Why are they doing this? Because they don’t have any other solution that is easy to use and cost effective to implement.

  • The woman waving her arm in the air runs Sales Operations. Their accounting system is not integrated to their text-file-spouting, antiquated MRP system and their forecasting application is home-grown. The result is that they manually move data around into Access databases and worst of all, cut and paste into a 64MB spreadsheet that cannot be shared with the people who need it because of its size. She has already calculated the time spent on manually mashing this data is over 50 person-days per year!
  • Manufacturer of RV’s who sells through a dealer network.  They have over 10 years of sales transactions by dealers and VIN number stored in Excel files and a separate application that tracks warranty information.  They recently implemented MAS so now they need to create reports from 3 separate systems and want to give their dealers access to reports.
  • One IT Manager receives a daily stream of EDI information from distributors about sales. This information is processed as CSV and then imported into custom tables in their accounting system. On top of this, he has written over 120 Crystal Reports files that are scheduled and emailed to support requests for information from their 50+ sales reps in the field. The reps are compensated both on their sales and sales from the distributors. He cannot get enough reports built fast enough to satisfy their requirements, as the information requests change almost daily.
  • A women from a Legal aid society said they receive hundreds of invoices every day from legal aid lawyers.  To figure out how to best spend a limited legal aid budget, she and her boss are spending hours each week
    READ MORE…

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