>A 4 Step Approach for Selecting the Right BI solution

>

Boris Evelson  in his Information Management Blog – Forrester Muse, titled “Use a Four-Step Approach to Select the Right BI Services Provider” contests that the fast-paced business environment often introduces new requirements, enhancements and updates before you’re even done with your first Business Intelligence implementation. 

Therefore, we typically recommend doing sufficient due diligence upfront when selecting a BI services provider — as you may be stuck with them for a long time.

We recommend the following key steps in your selection process:

1. Map BI project requirements to potential providers. Firms should use Forrester’s “BI Services Provider Short-Listing Tool” to create a shortlist of potential providers. With the tool you can input details about your geographic scope, technology needs, and the type of third-party support you need (i.e., consulting versus implementation versus hosting/outsourcing). The tool then outputs a list of potential providers that meet the criteria. For each potential fit, the tool also generates a provider profile summary that offers key details around practice size, characteristics, and areas of expertise.
2. Narrow your short-list based on additional needs and considerations. Beyond the capabilities of Forrester’s “BI Services Provider Short-Listing Tool,” firms must eliminate or add partners based on factors such as their current strategic suppliers list or past partner success or failure (and therefore image and reputation internally), plus references from peers. Similarly, some BI services buyers will have a preference for larger, global companies whereas others may want to consider more regional players and boutiques. Some firms will consider a single-provider strategy whereas others may engage multiple providers for different needs/phases.
3. Send RFI/RFP to potential candidates. Forrester’s “BI Service Provider Short-Listing Tool” is a basic starting point only. Most firms will need a more detailed RFI or RFP to uncover additional relevant details about project approach, proposed staffing model for a specific need, costs, or technical IP/accelerators/tools. Beyond key details about project approach and resources, BI services buyers will likely benefit from finding out details around provider strategy, such as SaaS and cloud capabilities or strategic partnerships.
4. Zero in on the finalist using Forrester’s BI consultants’ selection methodology. This is where the hard work starts, because from this point on the selection process becomes quite subjective. Dig deeper and understand your prospect’s strategic advisory capabilities. Also, check out their existing methodologies, reference architecture, and any relevant solution accelerators. Review their execution methodology, strength in data governance, and experience with next-generation BI technologies (such as Agile BI, self-service BI, and others).

Like what you see? Click here to sign up for Information Management’s daily newsletter to get the latest news, trends, commentary and more.

Boris also blogs at http://blogs.forrester.com/boris_evelson/

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>A 4 Step Approach for Selecting the Right BI solution

>

Boris Evelson  in his Information Management Blog – Forrester Muse, titled “Use a Four-Step Approach to Select the Right BI Services Provider” contests that the fast-paced business environment often introduces new requirements, enhancements and updates before you’re even done with your first Business Intelligence implementation. 

Therefore, we typically recommend doing sufficient due diligence upfront when selecting a BI services provider — as you may be stuck with them for a long time.

We recommend the following key steps in your selection process:

1. Map BI project requirements to potential providers. Firms should use Forrester’s “BI Services Provider Short-Listing Tool” to create a shortlist of potential providers. With the tool you can input details about your geographic scope, technology needs, and the type of third-party support you need (i.e., consulting versus implementation versus hosting/outsourcing). The tool then outputs a list of potential providers that meet the criteria. For each potential fit, the tool also generates a provider profile summary that offers key details around practice size, characteristics, and areas of expertise.
2. Narrow your short-list based on additional needs and considerations. Beyond the capabilities of Forrester’s “BI Services Provider Short-Listing Tool,” firms must eliminate or add partners based on factors such as their current strategic suppliers list or past partner success or failure (and therefore image and reputation internally), plus references from peers. Similarly, some BI services buyers will have a preference for larger, global companies whereas others may want to consider more regional players and boutiques. Some firms will consider a single-provider strategy whereas others may engage multiple providers for different needs/phases.
3. Send RFI/RFP to potential candidates. Forrester’s “BI Service Provider Short-Listing Tool” is a basic starting point only. Most firms will need a more detailed RFI or RFP to uncover additional relevant details about project approach, proposed staffing model for a specific need, costs, or technical IP/accelerators/tools. Beyond key details about project approach and resources, BI services buyers will likely benefit from finding out details around provider strategy, such as SaaS and cloud capabilities or strategic partnerships.
4. Zero in on the finalist using Forrester’s BI consultants’ selection methodology. This is where the hard work starts, because from this point on the selection process becomes quite subjective. Dig deeper and understand your prospect’s strategic advisory capabilities. Also, check out their existing methodologies, reference architecture, and any relevant solution accelerators. Review their execution methodology, strength in data governance, and experience with next-generation BI technologies (such as Agile BI, self-service BI, and others).

Like what you see? Click here to sign up for Information Management’s daily newsletter to get the latest news, trends, commentary and more.

Boris also blogs at http://blogs.forrester.com/boris_evelson/

ACTIONABLE INSIGHTS >>> KNOWLEDGE YOU CAN TRUST >>> ENJOY IT!

>Social Business Intelligence: The Pipeline Dream

>

James Kobielus in his Information Management Blog “Social Business Intelligence: The Knowledge Management Connection” contests that Business intelligence (BI) has always had a “pipeline” orientation– known as “simplex” information transfer; in other words, a primary focus on the one-way flow of data, information and insights from “sources” (e.g., your customer relationship management systems, enterprise data warehouses, and subject-area data marts) to “consumers” (e.g., you).

However, many real-world intelligence flows are full-duplex, many-to-many, and person-to-person in orientation. This fundamental truth will continue to drive the spread of “social” architectures in core BI and advanced analytics…

Forrester has recently seen a growing interest in “social BI,” and in fact my colleagues and I recently social-blogged our collective thinking on this topic. Since then, we’ve seen vendor announcements, such as TIBCO Silver Spotfire, that invoke this new industry catchphrase. We’ve seen considerable discussion within the analyst community generally about this release and about what this and other vendors are doing in social BI. In this present post, I’ll be repeating some of the points from my inputs to the earlier Forrester blog, but am extending my observations to call out a broader emerging context.
For starters, social BI is no fad, nor is it an entirely new phenomenon. As I pointed out more than 3 years ago in the pages of Network World, many BI vendors had already added collaboration functionality such as instant messaging, human workflows, and shared analytic project libraries to their solutions. The trend has deepened since that time, as evidenced by the steady convergence of social networking into BI product architectures, as well as by the demonstration of shared discovery and visualization features in analytics initiatives such as IBM’s ManyEyes project. Yours truly alluded to what we now call social BI when I stated, way back then, that we should “expect to see such interactive Web 2.0 technologies as AJAX, blogs and wikis revolutionize the BI experience.”
As I noted in the recent Forrester multi-analyst blogpost, the move toward fully social BI implies all of that plus the following features, which, we predict, will find their way over the next few years into a wide range of commercial BI solutions:

• Social BI interactivity: We’ll see growing incorporation of Wikipedia, Facebook, Twitter, and kindred models of user-centric development, publishing, and subscription into the heart of the interactive BI user experience. Accelerating the trend toward pervasive BI, we’ll see more solutions that enable reports, dashboards, charts, and other BI views to be embedded in social media. You can regard today’s collaborative BI mashup offerings, discussed in my Forrester report from a year ago, as pointing the way toward this style of self-service team-based development, as do BI solutions from Lyzasoft, Tableau, JackBe, and other social-focused vendors.

• Social BI content marts: We can expect to see more BI solutions that support extension and/or replacement of traditional data marts with vast user-populated pools of complex, mashed-up, subject-oriented analytic content and applications. It’s not inconceivable that what I’m calling “social marts” will incorporate and build on content repositories that many enterprises have built on platforms from today’s enterprise content management (ECM) vendors.

• Social BI information integration: Users will be able to choose from a growing range of BI solutions that support discovery, capture, monitoring, mining, classification, and predictive analysis on growing streams of social media content, much of it coming in real-time from both public and private sources. Essentially, this is where advanced analytics features such as social media analytics, social media monitoring, and social network analysis, subject of another recent blogpost of mine, will converge into the growing social BI stack.

Pardon me for tooting my Nostradamus horn yet again, but I’d like to call attention to another long-range trend that I glimpsed then, and which the movement toward social BI shows is coming to pass. In 2007, I said “over the next several years, expect to see the BI, collaboration and knowledge management (KM) segments converge.” Some may have considered that a stretch, if not a bit far-fetched, considering that these are all large, well-established markets providing solutions that many enterprises, to this day, deploy in separate siloes. However, with the growing incorporation of social networking architectures in enterprise collaboration, content management, customer relationship management, and other tools, it’s only a matter of time before these market segments blur into a seamless cloud of social KM solutions.
As an enterprise IT professional, you’re probably watching all this with the usual combination of bated breath and healthy skepticism. Obviously, social BI is far from a mature marketplace. The industry is groping for a common approach toward which to evolve. BI vendors are still trying to get their collective heads around the vision of social BI. Just as important, vendors are, in their various ways, striving to differentiate through innovative new features that are aligned with the sorts of capabilities many of us enjoy through our personal dabblings in Twitter, Facebook, and the like.
As your current BI vendors roll such features into their products, you’ll probably start using them when you upgrade in the normal cycle. To the extent that you adopt small-scale BI solutions for particular business units, branches, or teams, those deployments might benefit from social BI that either supplements existing collaboration and KM tools — or eliminates the need to acquire those other, stovepipe solutions.
Social’s the thing, all right. Once you — and your BI vendor — are ready to move toward a more social-oriented capability, it would make sense to socialize those plans with some significant others inside your company. Start with the people responsible for your company’s collaboration, KM, and ECM initiatives.

Like what you see? Click here to sign up for Information Management’s daily newsletter to get the latest news, trends, commentary and more.

Jim also blogs at http://blogs.forrester.com/james_kobielus/.

HEALTHY BUSINESS STRATEGY
DRIVING REVENUE STREAMS

ACTIONABLE INSIGHTS
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>Social Business Intelligence: The Pipeline Dream

>

James Kobielus in his Information Management Blog “Social Business Intelligence: The Knowledge Management Connection” contests that Business intelligence (BI) has always had a “pipeline” orientation– known as “simplex” information transfer; in other words, a primary focus on the one-way flow of data, information and insights from “sources” (e.g., your customer relationship management systems, enterprise data warehouses, and subject-area data marts) to “consumers” (e.g., you).

However, many real-world intelligence flows are full-duplex, many-to-many, and person-to-person in orientation. This fundamental truth will continue to drive the spread of “social” architectures in core BI and advanced analytics…

Forrester has recently seen a growing interest in “social BI,” and in fact my colleagues and I recently social-blogged our collective thinking on this topic. Since then, we’ve seen vendor announcements, such as TIBCO Silver Spotfire, that invoke this new industry catchphrase. We’ve seen considerable discussion within the analyst community generally about this release and about what this and other vendors are doing in social BI. In this present post, I’ll be repeating some of the points from my inputs to the earlier Forrester blog, but am extending my observations to call out a broader emerging context.
For starters, social BI is no fad, nor is it an entirely new phenomenon. As I pointed out more than 3 years ago in the pages of Network World, many BI vendors had already added collaboration functionality such as instant messaging, human workflows, and shared analytic project libraries to their solutions. The trend has deepened since that time, as evidenced by the steady convergence of social networking into BI product architectures, as well as by the demonstration of shared discovery and visualization features in analytics initiatives such as IBM’s ManyEyes project. Yours truly alluded to what we now call social BI when I stated, way back then, that we should “expect to see such interactive Web 2.0 technologies as AJAX, blogs and wikis revolutionize the BI experience.”
As I noted in the recent Forrester multi-analyst blogpost, the move toward fully social BI implies all of that plus the following features, which, we predict, will find their way over the next few years into a wide range of commercial BI solutions:

• Social BI interactivity: We’ll see growing incorporation of Wikipedia, Facebook, Twitter, and kindred models of user-centric development, publishing, and subscription into the heart of the interactive BI user experience. Accelerating the trend toward pervasive BI, we’ll see more solutions that enable reports, dashboards, charts, and other BI views to be embedded in social media. You can regard today’s collaborative BI mashup offerings, discussed in my Forrester report from a year ago, as pointing the way toward this style of self-service team-based development, as do BI solutions from Lyzasoft, Tableau, JackBe, and other social-focused vendors.

• Social BI content marts: We can expect to see more BI solutions that support extension and/or replacement of traditional data marts with vast user-populated pools of complex, mashed-up, subject-oriented analytic content and applications. It’s not inconceivable that what I’m calling “social marts” will incorporate and build on content repositories that many enterprises have built on platforms from today’s enterprise content management (ECM) vendors.

• Social BI information integration: Users will be able to choose from a growing range of BI solutions that support discovery, capture, monitoring, mining, classification, and predictive analysis on growing streams of social media content, much of it coming in real-time from both public and private sources. Essentially, this is where advanced analytics features such as social media analytics, social media monitoring, and social network analysis, subject of another recent blogpost of mine, will converge into the growing social BI stack.

Pardon me for tooting my Nostradamus horn yet again, but I’d like to call attention to another long-range trend that I glimpsed then, and which the movement toward social BI shows is coming to pass. In 2007, I said “over the next several years, expect to see the BI, collaboration and knowledge management (KM) segments converge.” Some may have considered that a stretch, if not a bit far-fetched, considering that these are all large, well-established markets providing solutions that many enterprises, to this day, deploy in separate siloes. However, with the growing incorporation of social networking architectures in enterprise collaboration, content management, customer relationship management, and other tools, it’s only a matter of time before these market segments blur into a seamless cloud of social KM solutions.
As an enterprise IT professional, you’re probably watching all this with the usual combination of bated breath and healthy skepticism. Obviously, social BI is far from a mature marketplace. The industry is groping for a common approach toward which to evolve. BI vendors are still trying to get their collective heads around the vision of social BI. Just as important, vendors are, in their various ways, striving to differentiate through innovative new features that are aligned with the sorts of capabilities many of us enjoy through our personal dabblings in Twitter, Facebook, and the like.
As your current BI vendors roll such features into their products, you’ll probably start using them when you upgrade in the normal cycle. To the extent that you adopt small-scale BI solutions for particular business units, branches, or teams, those deployments might benefit from social BI that either supplements existing collaboration and KM tools — or eliminates the need to acquire those other, stovepipe solutions.
Social’s the thing, all right. Once you — and your BI vendor — are ready to move toward a more social-oriented capability, it would make sense to socialize those plans with some significant others inside your company. Start with the people responsible for your company’s collaboration, KM, and ECM initiatives.

Like what you see? Click here to sign up for Information Management’s daily newsletter to get the latest news, trends, commentary and more.

Jim also blogs at http://blogs.forrester.com/james_kobielus/.

ACTIONABLE INSIGHTS >>> KNOWLEDGE YOU CAN TRUST >>> ENJOY IT!

>Performance Management is not just another Business Process

>

Mark A. Smith in his Information Management Blog “Performance Management Is a Business Process That Requires Dedicated Applications” shares his professional experience that organizations continue to struggle to operate efficiently and effectively from an executive’s strategic perspective or the close-up tactical views of the lines of business, as opposed to the more efficient way of  treating performance management a business process – not just as a management process; an integral part of how the organization functions, not only a tool for evaluating the quality of work after the fact.

I admit that in starting out I looked at it as a management process, but then I noticed that organizations did not take it as seriously as their business processes. Performance management should be a part of every worker’s daily and weekly responsibilities to do what they can to improve the efficiency and effectiveness of their activities and ultimately further the strategic objectives of the organization. To do that, though, they need assistance from the right business applications that can be used throughout the organization.
I presented recently at the Global Strategic Management Institute (GSMI), Global Performance Forum on innovation in performance management applications for business and operations, and preparing for it reminded me how far the IT industry has advanced in providing easy-to-use tools and practices for managing performance at every-level of an organization. It is true that most organizations have not made this class of applications a priority over the last five years, but recently I have seen increased interest and discovered some enlightening facts in our performance management benchmark research.
It indicates a lack of satisfaction with performance management, as only 9 percent of research participants are very satisfied with existing efforts, and 55 percent said they lack confidence in their current technologies for this purpose. Yet other findings indicate organizations making a positive change to examine applications that can help them manage performance, and address in our terms the three steps to align, optimize and understand performance across their people and processes. There’s good news that applications have been advancing significantly, as noted in my analysis of Actuate’s new release and my colleague’s analysis of Information Builders’ latest release (See: “IBI’s Eye Popping New Performance Management Software“). These and some other vendors have been working to advance their applications even during the economic downturn and decreased interest from potential customers while the largest application providers generally have not been as progressive in their dedication and efforts to this specific application.
To return to my point about performance management being a regular business process, that requires vendors to dedicate applications to this market segment. While many technology providers have spent time and resources on business intelligence (BI) to serve the IT organization, conventional BI will not be sufficient to meet the usability and functionality needs of business. I am looking forward to our firm’s full assessment of all of the vendors and products in this space for the 2010 Value Index for Performance Management; the 2009 version did not include vendors that did not want to participate, but this year we will assess all major vendors regardless of cooperation.
It was great to see the success in organizations that attended the GSMI forum; I was not surprised to find that they realize it requires dedicated applications and support of performance management as a business process. They compare awfully well to the many organizations still using reporting, spreadsheets, presentations and e-mail (and the intensive time and labor they require) to try to guide performance in their organizations. With success in this approach comes a responsibility to collaborate with peers in the industry to advance the practices of performance management. I hope to see you at the next Global Performance Forum, meeting with your peers and learning more of what is possible with performance management, which I think is the most valuable business process. Thanks to the GSMI team for continuing to provide the venue for independent and objective education on this critical topic.

Mark also blogs at VentanaResearch.com/blog.

ACTIONABLE INSIGHTS >>> KNOWLEDGE YOU CAN TRUST >>> ENJOY IT!

>Performance Management is not just another Business Process

>

Mark A. Smith in his Information Management Blog “Performance Management Is a Business Process That Requires Dedicated Applications” shares his professional experience that organizations continue to struggle to operate efficiently and effectively from an executive’s strategic perspective or the close-up tactical views of the lines of business, as opposed to the more efficient way of  treating performance management a business process – not just as a management process; an integral part of how the organization functions, not only a tool for evaluating the quality of work after the fact.

I admit that in starting out I looked at it as a management process, but then I noticed that organizations did not take it as seriously as their business processes. Performance management should be a part of every worker’s daily and weekly responsibilities to do what they can to improve the efficiency and effectiveness of their activities and ultimately further the strategic objectives of the organization. To do that, though, they need assistance from the right business applications that can be used throughout the organization.
I presented recently at the Global Strategic Management Institute (GSMI), Global Performance Forum on innovation in performance management applications for business and operations, and preparing for it reminded me how far the IT industry has advanced in providing easy-to-use tools and practices for managing performance at every-level of an organization. It is true that most organizations have not made this class of applications a priority over the last five years, but recently I have seen increased interest and discovered some enlightening facts in our performance management benchmark research.
It indicates a lack of satisfaction with performance management, as only 9 percent of research participants are very satisfied with existing efforts, and 55 percent said they lack confidence in their current technologies for this purpose. Yet other findings indicate organizations making a positive change to examine applications that can help them manage performance, and address in our terms the three steps to align, optimize and understand performance across their people and processes. There’s good news that applications have been advancing significantly, as noted in my analysis of Actuate’s new release and my colleague’s analysis of Information Builders’ latest release (See: “IBI’s Eye Popping New Performance Management Software“). These and some other vendors have been working to advance their applications even during the economic downturn and decreased interest from potential customers while the largest application providers generally have not been as progressive in their dedication and efforts to this specific application.
To return to my point about performance management being a regular business process, that requires vendors to dedicate applications to this market segment. While many technology providers have spent time and resources on business intelligence (BI) to serve the IT organization, conventional BI will not be sufficient to meet the usability and functionality needs of business. I am looking forward to our firm’s full assessment of all of the vendors and products in this space for the 2010 Value Index for Performance Management; the 2009 version did not include vendors that did not want to participate, but this year we will assess all major vendors regardless of cooperation.
It was great to see the success in organizations that attended the GSMI forum; I was not surprised to find that they realize it requires dedicated applications and support of performance management as a business process. They compare awfully well to the many organizations still using reporting, spreadsheets, presentations and e-mail (and the intensive time and labor they require) to try to guide performance in their organizations. With success in this approach comes a responsibility to collaborate with peers in the industry to advance the practices of performance management. I hope to see you at the next Global Performance Forum, meeting with your peers and learning more of what is possible with performance management, which I think is the most valuable business process. Thanks to the GSMI team for continuing to provide the venue for independent and objective education on this critical topic.

Mark also blogs at VentanaResearch.com/blog.

HEALTHY BUSINESS STRATEGY
DRIVING REVENUE STREAMS

ACTIONABLE INSIGHTS
KNOWLEDGE YOU CAN TRUST

>Strategy Execution in times of Uncertainty

>

	In this unpredictable economic climate, leaders must be capable to lead their companies to quickly adapt to new market forces. Business models are changing to catch up with the emerging drivers of competition. Success hinges first and foremost on “Thinking-Ahead” strategy  and robust execution. Because execution plays such a critical role in success or failure, especially during a crisis, many companies are turning to new technology solutions to ensure they can deliver on strategies and emerge even stronger. Any company that fails to adapt quickly and efficiently to market changes can miss important opportunities ir risk their very survival. Here are some key points to consider: A new strategy is not enough – executing under these extreme market conditions is not enough, meaning you need to make sure you touch every point of the strategy timeline and product offering. Align your workforce with what you want to accomplish – workforce alignment and performance is critical. Be prepared to change course or rethink your strategy monthly – it is difficult to get your strategy right the first time so review religiously.  Leverage performance and talent management solutions for business execution – this will help you attain the top and bottom line results.    Key points from Workforce Magazine (June 2010)
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>Strategy Execution in times of Uncertainty

>

	In this unpredictable economic climate, leaders must be capable to lead their companies to quickly adapt to new market forces. Business models are changing to catch up with the emerging drivers of competition. Success hinges first and foremost on “Thinking-Ahead” strategy  and robust execution. Because execution plays such a critical role in success or failure, especially during a crisis, many companies are turning to new technology solutions to ensure they can deliver on strategies and emerge even stronger. Any company that fails to adapt quickly and efficiently to market changes can miss important opportunities ir risk their very survival. Here are some key points to consider: A new strategy is not enough – executing under these extreme market conditions is not enough, meaning you need to make sure you touch every point of the strategy timeline and product offering. Align your workforce with what you want to accomplish – workforce alignment and performance is critical. Be prepared to change course or rethink your strategy monthly – it is difficult to get your strategy right the first time so review religiously.  Leverage performance and talent management solutions for business execution – this will help you attain the top and bottom line results.    Key points from Workforce Magazine (June 2010)
O2ibm Visit this group

ACTIONABLE INSIGHTS >>> KNOWLEDGE YOU CAN TRUST >>> ENJOY IT!

>Strategy Execution in times of Uncertainty

>

In this unpredictable economic climate, leaders must be capable to lead their companies to quickly adapt to new market forces. Business models are changing to catch up with the emerging drivers of competition.
Success hinges first and foremost on “Thinking-Ahead” strategy  and robust execution.
Because execution plays such a critical role in success or failure, especially during a crisis, many companies are turning to new technology solutions to ensure they can deliver on strategies and emerge even stronger. Any company that fails to adapt quickly and efficiently to market changes can miss important opportunities or risk their very survival.

 Here are some key points to consider:

• A new strategy is not enough – executing under these extreme market conditions is not enough, meaning you need to make sure you touch every point of the strategy timeline and product offering.
• Align your workforce with what you want to accomplish – workforce alignment and performance is critical.
• Be prepared to change course or rethink your strategy monthly – it is difficult to get your strategy right the first time so review religiously. 
• Leverage performance and talent management solutions for business execution – this will help you attain the top and bottom line results.  
  

  * Key points from Workforce Magazine

ACTIONABLE INSIGHTS >>> KNOWLEDGE YOU CAN TRUST >>> ENJOY IT!

>Strategy Execution in times of Uncertainty

>

	In this unpredictable economic climate, leaders must be capable to lead their companies to quickly adapt to new market forces. Business models are changing to catch up with the emerging drivers of competition. Success hinges first and foremost on “Thinking-Ahead” strategy  and robust execution. Because execution plays such a critical role in success or failure, especially during a crisis, many companies are turning to new technology solutions to ensure they can deliver on strategies and emerge even stronger. Any company that fails to adapt quickly and efficiently to market changes can miss important opportunities ir risk their very survival. Here are some key points to consider: A new strategy is not enough – executing under these extreme market conditions is not enough, meaning you need to make sure you touch every point of the strategy timeline and product offering. Align your workforce with what you want to accomplish – workforce alignment and performance is critical. Be prepared to change course or rethink your strategy monthly – it is difficult to get your strategy right the first time so review religiously.  Leverage performance and talent management solutions for business execution – this will help you attain the top and bottom line results.    Key points from Workforce Magazine (June 2010)
O2ibm Visit this group

HEALTHY BUSINESS STRATEGY
DRIVING REVENUE STREAMS

ACTIONABLE INSIGHTS
KNOWLEDGE YOU CAN TRUST