Progress Survey Reveals 93% of Fast Moving Consumer Goods Companies Feel Pressure to Embrace Digital Transformation

Progress Software has  announced the results of its recent survey surrounding digital transformation within the fast moving consumer goods (FMCG) market. Conducted by Loudhouse Ltd. in early 2016, the global survey polled IT and marketing decision makers on the importance of digital transformation within their business. 

Digital technologies are reshaping both consumer demand and competitive dynamics in the consumer goods marketplace, irrevocably changing how people shop and how they decide what to buy. Results from the survey indicate that while digital transformation is viewed by many FMCG companies as critical, their strategy, planning and implementation is slower than desired. 

State of Denial

Of those surveyed, 60% admit that their organization is still largely in denial about the need to transform digitally. While 93% of survey respondents believe they have less than two years to make significant inroads before their business begins to suffer financially and competitively, and 60% feel they may already be too late, 33% currently do not have a clearly defined digital strategy. Of those, 53% know it is important but have yet to take any initial action. Forty-nine percent (49%) admit that they struggle to look even more than a few months ahead. 

Challenges to Digitally Transform

While respondents expressed concern around their ability to execute, executive buy-in and more, many claimed to have confidence in having the right tools and technology to be able to execute today (55-60%). When asked about challenges, results indicated: 

• 52% see digital transformation as something daunting that will take a long time. 
• 66% feel IT and marketing are not in alignment to deliver on a digital transformation strategy. 
• 64% find it difficult to keep up with the ever-changing digital landscape. 
• 27% feel ownership of digital efforts should be driven by marketing with help from IT; 38% denote it should be IT driven and 32% felt it should be driven by IT with the help of marketing. Yet, 64% felt that IT should own the budget. These disparities indicate there is no clear ownership of digital efforts. 

Overall, survey respondents felt the three biggest barriers to digital transformation include reliance on IT teams to deliver on strategy (69%), lack of leadership to define a digital transformation strategy (67%) and lack of skills to execute on strategy (64%). In addition, respondents see CMOs (53%) followed by CEOs (51%) as the key advocates for digital transformation. However, 43% and 50% respectively believe those roles are most reticent and need further convincing. 

What's Next?

FMCG businesses recognize the importance of digital transformation and 96% have plans to act within the year. Respondents agreed—100% feel that improving and optimizing the customer experience is a priority. Action plans include a focus on speed and responsiveness (56%), safety and security (51%) and consistency across channels (51%). Technology critical to these initiatives include mobile (62%), analytics (58%), data connectivity (45%), ecommerce (40%), business governance/rules (36%), WCM (31%) and Cloud/PaaS (29%). 

"The fast moving consumer goods market is highly competitive. These businesses are often the early adopters of innovation, as they need to stay ahead of generic underlings looking to cut at their bottom line," said Mark Troester, Vice President, Solutions Marketing, Progress. "Digital transformation is critical to future success; that is why we're working with many household names to determine the best strategy and technology implementation to maximize their efforts." 

Survey respondents included a mix of global C-Level/VP decision makers; heads of marketing, digital and IT; as well as developers, IT architects, directors, engineers and line of business managers. These individuals represent organizations ranging from SMBs through large global enterprises.

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ARTICULOS ANTERIORES

New Gartner Magic Quadrant for Intelligent Business Process Management Suites Analyst Report

Appian, Pegasystems and IBM has been  positioned again  in the Leaders Quadrant in Gartner's 2016 Magic Quadrant for Intelligent Business Process Management Suites Report, published on 18 of August. Rob Dunie,W. Roy Schulte,Marc Kerremans and & Michele Cantara are the analysts of the report.


For Gartner, "the intelligent business process management suite (iBPMS) market is the natural evolution of the earlier BPMS market, adding more capabilities for greater intelligence within business processes. Capabilities such as validation (process simulation, including "what if") and verification (logical compliance), optimization, and the ability to gain insight into process performance have been included in many BPMS offerings for several years. iBPMSs have added enhanced support for human collaboration such as integration with social media, mobile-enabled process tasks, streaming analytics and real-time decision management." iBPMS platforms extend the  value of BPM through tight integration of SMACT disruptive technologies (Social collaboration, Mobility, Analytics/BigData, Cloud computing and Internet of Things.

Gartner evaluates nine critical capabilities that differentiate iBPMS products:

•   Interaction Management at runtime to support people,systems and things 

•   High-Productivity App Authoring for the complete life cycle of business processes

•   Business Activity Monitoring (BAM) and Business Alignment 

•   Rules and Decision Management Capabilities  

•   Predictive and prescriptive Analytics 

•   Interoperability with external application services and systems

•   Intelligent Mobility 

•   Process Discovery and Optimization 

•   Context and Behavior History 

Thanks to Appian we can view a complimentary copy of the report. Please, click here to read the report.

If we compare the 2015's report vs. 2016, there are new players as Bizagi as Challenger, Lexmark and Axon Ivy as Niche Players. Some vendors are no longer in the quadrant: Whitestein Technologies, Kofax and DST. 

The analysts forecast the global mobile BPM market to grow at a CAGR of 20.9% during the period 2016-2020

New Report Released: – Global Mobile Business Process Management (BPM) Market 2016-2020

Research & Markets, the author of the report recognizes the following companies as the key players in the global mobile business process management (BPM) market: Appian, IBM, OpenText, Oracle, Pegasystems, Software AG and Pegasystems. 

Other Prominent Vendors in the market are: Adobe Systems, Bosch, Intellect, Intalio, Newgen Software, and TIBCO Software. 

Commenting on the report, an analyst from the research team said: “Increasing mobile workforce will be a key trend for market growth. Over 35% of the global workforce were mobile workers in 2015. Due to the availability of a variety of devices, the mobile workforce has the ability to be connected, available, effective, and more productive across remote locations and time zones. BPM platforms allow the rendering of BPM user interfaces on all major mobile platforms with minimal additional development. The increased penetration of mobile devices with the flexibility of engaging mobile device users through a diversity of mobile devices ensures extensive participation and aids to build the community required for mobile BPM.”

According to the report, the need to comply with standard operating procedures will be one of the major drivers of the mobile business process management market. After business processes have been analyzed and established, it is necessary to ensure their compliance with standard operating procedures. The basic requirement of any standard operating procedure is to understand the procedure properly and maintain the same procedure standards across units. BPM software generates process documentation that helps organizations to validate adherence to standards. The ability of the software to document the procedures and identify discrepancies is leading to its increasing adoption. In addition, regulations with regard to operating procedures are also being made stringent.

Further, the report states that difficulty in meeting user expectations will be one of the major challenges for the market. Mobile BPM vendors often find it difficult to meet user expectations as consumers want the mobile apps to be intuitive and reliable. User interfaces and content should be optimized for use on mobile devices. Mobile users expect real-time responses and to have the ability to work and take action on the go. Even if they have bad reception or low signal, users need automated syncing mechanisms that upload any work that is done offline as soon as their devices get connected. Mobile applications should also incorporate native capabilities, such as GPS and onboard cameras, in order to take advantage of mobile devices offerings. 

The study was conducted using an objective combination of primary and secondary information including inputs from key participants in the industry. The report contains a comprehensive market and vendor landscape in addition to a SWOT analysis of the key vendors.

Read More

Fuente: Research & Markets

CASO: Lidl conecta la información de sus 10.000 puntos de venta con su sistema electrónico de retail

Una de las principales cadenas europeas de distribución de alimentos, Lidl Stiftung & Co. KG utiliza Software AG webMethods Integration Platform and Enterprise Service Bus para armonizar el intercambio de datos entre sus almacenes, sistemas nacionales y su Sistema central de información de retail. Como parte del proceso de transición al nuevo sistema electrónico Lidl Retail Information System eLWIS (SAP), la plataforma ha permitido una rápida y cómoda integración con todos los sistema existentes.

El anterior escenario de integración de Lidl alcanzó sus límites en cuanto a futuros requerimientos y no permitía un desarrollo más avanzado. El proyecto implicaba un desafío para la nueva solución, que debería integrar múltiples y variados sistemas que, hasta la fecha, se comunicaba con un sistema de conectividad punto a punto. El despliegue internacional de hasta 10.000 puntos de venta requería una coordinación muy meticulosa.

Con este movimiento, Lidl demuestra claramente su objetivo de pasar de un intercambio descentralizado de datos a escala de almacenes y países, a un sistema totalmente centralizado que habilita el intercambio de información en tiempo real. Con presencia en 29 países, 27 de ellos en Europa, Lidl cuenta con 10.000 tiendas que envían los datos a su central de almacenamiento ubicada en Neckarsulm (Alemania). El objetivo ha sido desarrollar una plataforma extremamente ligera y flexible, controlada por el departamento central de TI y los centros de datos locales capaz de intercambiar la información entre todos los sistemas, incluida la plataforma SAP. Lidl está hoy preparado para hacer lo mismo con esta plataforma de integración en otros proyectos y países.

Análisis en tiempo real gracias a una mayor flexibilidad

René Sandführ, vicepresidente ejecutivo de Sistemas TI ERP en Lidl, sostiene: “Gracias a la flexibilidad de webMethods, hemos completado la integración de más de 30 sistemas de la infraestructura existente en nuestro nuevo sistema de información de retail”. Otra de las ventajas es que la conectividad entre almacenes y la central permite a la compañía acceder a diferentes niveles de inventario en tiempo real.

Por su parte, Oliver Albig, responsable del área de negocio de Integración de Sistemas en Lidl, añade: “La completa experiencia de los consultores de Software AG —con profundo conocimiento sobre esta industria— nos hacía confiar en que iban a cumplir con nuestras necesidades específicas”. 

Asimismo, Alexander Sonnenmoser, miembro de junta directiva de Lidl para Business Technology, enfatiza: “Unos sistemas globales modernos y flexibles son el principal factor de éxito para los negocios actuales. Esta nueva solución proporciona el marco tecnológico para dirigir el escenario TI de Lidl hacia la transformación. Además, nuestros especialistas en TI y consultores, gracias su alto nivel de dedicación, están jugando un rol determinante en la implementación de la futura estrategia tecnológica”.

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