The challenge is that organizations have so much invested in that brittle and difficult to evolve legacy plumbing that it is rare for them to set aside those outdated investments. A great deal of resources are put into data and application fiefdoms and those who lead those fiefdoms do not want to give up their kingdoms and associated resources. As you point out, the critical element is owning your data and leveraging it rather than seeming advantage from a public model.
As you have observed before the knowledge engineering part of this leverages an organization’s unique understanding of customers, markets, solutions and the competition.
It’s activating those knowledge insights to power customer and employee experience that provides a true competitive advantage.
There’s something to be said about an integrated platform, but rarely are those platforms as well integrated as the marketing suggests. They are usually a conglomeration of acquisitions with disparate architectures that don’t necessarily talk well to one another.
Even when they are well integrated, getting locked into a vendor platform significantly limits the ability to use best of breed components as they emerge in the market.
The challenge is that organizations have so much invested in that brittle and difficult to evolve legacy plumbing that it is rare for them to set aside those outdated investments. A great deal of resources are put into data and application fiefdoms and those who lead those fiefdoms do not want to give up their kingdoms and associated resources. As you point out, the critical element is owning your data and leveraging it rather than seeming advantage from a public model.
As you have observed before the knowledge engineering part of this leverages an organization’s unique understanding of customers, markets, solutions and the competition.
It’s activating those knowledge insights to power customer and employee experience that provides a true competitive advantage.
There’s something to be said about an integrated platform, but rarely are those platforms as well integrated as the marketing suggests. They are usually a conglomeration of acquisitions with disparate architectures that don’t necessarily talk well to one another.
Even when they are well integrated, getting locked into a vendor platform significantly limits the ability to use best of breed components as they emerge in the market.