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    31 March

    Moore Memory

    Today night, I junk the CD-damien rice0, which just leave by Eddie, Fantasy! Beside have a Holy Bible, candle light , music...around. That is a little blue, MM sign she need some push. But me, now I miss the intoxication and grief and...pass me by... come my mind.

    What is my life, I feel I am going to create it, the feel, the status, the circle. See, before God I am as you are; I too was formed from a piece of clay.This weekend I decide to Moore Memorial Church.

    25 March

    看哈佛商业评论得到的一点关于BI的启发

    元数据痕迹的大用场
    简・奇普蔡斯(Jan Chipchase)
       
    用户生成内容的激增,将使组织能够比以往任何时候都更加了解客户,这会对用户隐私产生重大影响,同时也是商家的天赐良机。随着越来越多的用户活动“走向数字化”,他们留下的数据痕迹加在一起,就会构成一幅幅用户行为模式图。在互联程度日益密切的未来社会中,各种数据痕迹将创造出一个庞大的元数据世界。有能力对汇总数据进行监控的大型组织,将不得不抵制滥用数据的诱惑。个人和公司需要在服务客户和利用客户之间,十分精确地找到一条新的界线。

    联想:BI的BtoC的真正功效开始发挥,决策并不仅仅在于公司,个人也需要决策,同样设计一套很好的信息提取方案,或则社区,或则游戏,让大众成为你最终信息商业产品的懵懂贡献者,这样的成就,非BI技术不可!

    P2P经济到来了
    斯坦・斯托尔内克(Stan Stalnaker)
       
    P2P网络把传媒业搅了个天翻地覆,它使信息的流动从一对多模式转向多对多模式,个人既可以是内容的消费者,也可以是内容的创造者。这种冲击波随时会波及其他行业,产生的影响也许会更具颠覆性。在金融服务领域,人们已经感觉到了这种影响。未来,能源业受到的冲击也许会更大。接二连三袭来的P2P冲击波,预示着分布式经济时代的到来,届时消费将转变为生产,从而为个人提供源源不断的小额收入。

    联想:其实,信息技术的最大功效就在于使高额的信息平民化,拿BLOG的行语来说就是如何发挥“草根”们的价值,而这种聚合力量,除了借助信息技术,还有别的方法么?

    谁在跟你对抗
    迈克尔・希恩(Michael Sheehan)
        高管们善于掌控市场竞争,但并不擅长应对对抗局面。当公司将对抗局面误认为是竞争局面时,就会采取一些不恰当的做法,结果导致自己遭受重挫。其实,对抗不同于竞争。企业管理者一旦学会将对抗同竞争区分开来,就能妥善处理对抗问题。此外,公司高管可以从政界领导人那里学到处理这种局面的技巧:把对手的问题当成你自己的问题,重新定义问题以便对你有利,采取转移视线的策略。

    联想:关于BI的商业情报学的思考,如何把商业情报学真正的和信息技术结合起来,发挥其作用,值得思考。

    专家还有啥用
    迈克尔・莫布森(Michael J. Mauboussin)

        过去,我们往往都依靠专家的力量来预测未来、解决问题。如今,随着计算能力的日益增强,再加上网络对集体智慧的激发,专家的价值正在日益缩减。但这并不意味着我们就不再需要专家了,只不过公司需要改变一下利用专家的方式。有些问题,如基于规则且有明显因果关系的问题,用电脑解决更好;而在有些问题上,如或然性问题,众人的集体智慧则要胜过专家。专家们更擅长处理这样的问题:基于规则,但在寻找解决方案的过程中允许有较大的自由度。因此,公司首先要对自己的问题进行有效分类,然后寻找合适的途径来解决。

    联想:专家?当网络积聚了众人的力量,并且通过简单的方法得到有价值的信息的时候,请问,专家还拿来做什么?

    19 March

    决策,无处不在

    昨天和Kevin开始正式启动S&K Method计划了,我觉得它就像一个自己的小孩,需要细心的呵护、培养,等到它长大的时候,我们一定会为它骄傲的。不过,近来有个英国的机会,不知道该不该去,但是代价同样很大,就像我的题目一样,决策,无处不在。
    有朋友问起Hyperion的问题,我附上一张图:

    懂行的人,一看这个架构就知道是怎么回事了,不需要我多说,所以,Hyperion并不是想象中的那么难,那么可怕,用心去看看文档,分析,思考下就会懂得。不过我觉得还是应该给朋友们一些我的忠告,软件这个行业,如果你花太多时间在产品上,是完全没有太大的必要的,更新太快,精通一个,其它的思想大同小异,最好还是花多点时间在一些标准或则原理的探讨上面,因为这些才是应该花时间的地方。欢迎希望喜欢太思想的朋友,多多交流!

    13 March

    2005-2007 BI company acquisition

     

    Year

    Company acquired

    OLAP product(s)

    Price

    Acquirer

    2005

    INEA

     

     

    Cartesis

    2005

    SRC

     

    $100m

    Business Objects

    2005

    Siebel

    Siebel Analytics

     

    Oracle

    2006

    Geac

    MPC

     

    Golden Gate Capital (Extensity)

    2006

    ProClarity Corporation

    ProClarity

    ~$50m

    Microsoft

    2006

    Temtec

    Executive Viewer

    $14.5m

    Applix

    2006

    MIS

    DecisionWare (including Alea)

     

    Infor (Golden Gate Capital)

    2006

    Extensity

    MPC and DecisionWare

     

    Infor (Golden Gate Capital)

    2006

    ALG

    EPO

    $56m

    Business Objects

    2007

    Pilot Software

    PilotWorks

     

    SAP

    2007

    Hyperion Solutions

    Essbase, Hyperion Planning, HFM, former Brio

    $3.3bn

    Oracle

    2007

    Cartesis

    Cartesis Finance, Planning and Analytics

    €225 (~$300m)

    Business Objects

    2007

    OutlookSoft

    OutlookSoft 5 (formerly Everest)

    $375m?

    SAP

    2007

    Applix

    TM1 and Executive Viewer

    $339m, $306m net

    Cognos

    2007

    Business Objects

    BO OLAP Intelligence

    $6.8bn

    SAP

    2007

    Cognos

    Cognos OLAP Server

    $5bn

    IBM

    2000-2004 BI company acquisition

     

    Year

    Company acquired

    OLAP product(s)

    Price

    Acquirer

    2000

    OLAP@Work

     

    $15m

    Business Objects

    2000

    Sterling

    EUREKA:Suite

     

    CA

    2000

    Pilot Software

     

    $19m

    Accrue

    2000

    Decision·ism

    Aclue

    $10m

    Broadbase

    2001

    Showcase

    Strategy

    $94m

    SPSS

    2001

    Maximal

    Max (later renamed to Data Analyzer)

    ~$15m

    Microsoft

    2001

    Informix

    MetaCube

     

    IBM

    2002

    Gentia

     

     

    Open Ratings

    2002

    WhiteLight

     

     

    SymphonyRPM

    2002

    Pilot

     

    $1.5m

    Pilot Software Acquisition Corporation

    2003

    Adaytum

    e.Planning

    $157m

    Cognos

    2003

    Comshare

    MPC and Decision

    $52m

    Geac

    2003

    CIP

    Executive Suite

     

    China Development Corporation

    2003

    Brio Software

    Intelligence

    $142m

    Hyperion Solutions

    2003

    Crystal Decisions

    Analysis, Holos

    $1.2bn

    Business Objects

    2003

    MIS AG

    DecisionWare (including Alea), onVision, Plain and DeltaMiner

    $42m

    Systems Union

    2004

    Cartesis

    Magnitude

     

    Apax Partners Funds

    2004

    Alphablox

     

     

    IBM

    2004

    Frango

    Controller, Consolidator

    $52m

    Cognos

    2004

    IntelligentApps

     

     

    Sage Group

    1994-1999 BI company acquisition

     

    Year

    Company acquired

    OLAP product(s)

    Price

    Acquirer

    1994

    Pilot

    LightShip

    ~$28m

    Dun & Bradstreet

    1994

    Info-Innov

    Media

     

    Speedware

    1995

    IOC

    Track

     

    DecisionWorks

    1995

    IRI Software

    Express

    $100m

    Oracle

    1995

    Soft Systems

    Data-Vision

    $5.2m

    IQ Software

    1995

    STG

    MetaCube

    $16.5m

    Informix

    1995

    Prodea

    Beacon

    $36m

    Platinum Technology

    1996

    Holistic Systems

    Holos

    $84m

    Seagate Software

    1996

    Sinper

    TM1

    $11m

    Applix

    1996

    Panorama

    relaunched as OLAP Services

    ~$15m?

    Microsoft

    1997

    Pilot Software

     

    ~$5m?

    Platinum Equity Holdings

    1997

    Andyne

    PaBLO

     

    Hummingbird

    1997

    AppSource

    WIRED for OLAP

    $6.7m

    Arbor Software

    1998

    Hyperion Software

    Enterprise, Pillar

    $600m

    Arbor Software, immediately renamed to Hyperion Solutions

    1998

    IQ Software

    Data-Vision

    $36m

    Information Advantage

    1999

    SQRIBE

     

    $250m

    Brio Technology, subsequently renamed to Brio Software

    1999

    Sapling

     

    $15.5m

    Hyperion Solutions

    1999

    Cartesis

    Carat

     

    PwC

    1999

    Platinum Technology

    InfoBeacon (later renamed DecisionBase)

     

    CA

    1999

    Information Advantage

    MyEureka!

    $168m

    Sterling

    1999

    Next Action Technology

    AnswerSets (later renamed to Set Analyzer)

    $8m

    Business Objects

    04 March

    Be Engaged!

     
    Today, I join the mission meeting on morning, the Frank's topic is 'Be Engaged!' That words I think awaken me again on that time. Why I awalys fresh data, build work flows structure, program model everyday? Everyday's busy, everyday's little confused. Yesterday, I IM with Eddie, and know he changed a new job with high wage in logistics on local, I bless he by heart but as same time I feel little bit losed from his conversation. What is your goal in your life? Hi guys!
     
    Frank give me the three ways to build the team goal:
     
    'Job to be done'->'Strategic Link'->'Money Making Model'
     
    I agree that is good way to find where is the team goal and how to make it. He emphasize the'Velocity' and 'Customers' building block in the end. 'We want to be the first one hit the target. ' just he says. Know where is your 'customers', and just catch it at first time!  So my friends, please be engaged with your 'customers'. 
     
    Last, sorry for this daliy doc re-wirte, just because I am engaged!