Anaplan首席客户官Forrester Wave™EPM报告的四个观察结果
1. EPM users want to see into the future.
\nForrester organizes EPM capabilities into three time dimensions: the past (documenting what has happened), the present (understanding what’s going on now), and the future (planning, budgeting, and forecasting). No question that’s so, but our customers tell me that the future dimension is most important of the three. Business is so volatile, things are moving so quickly, and innovation is happening at such a relentless place that the past and the present are almost irrelevant to some companies. (That’s why zero-based budgeting is coming back into vogue.) What they did 10 years ago—or even last year—has little bearing on, or relevance to, what they are going to do in the future.
\nThat said, I think the greatest value comes from combining all three time dimensions on a single platform, as we do with Anaplan. That’s hard for a lot of companies to do today because they’ve invested in a Business Intelligence (BI) tool to analyze the past, a ledger system and ERP to tell them the present, and a planning solution to see into the future. Companies want to combine all three time dimensions—peer into actuals from the past, analyze what’s going on right now, and predict what will happen in the future—on one single platform. That’s what Anaplan does, and does so across the entire business, so that every single function can analyze the past, present, and future. (Don’t take my word for it; hear it from our customers.) I call this a “single spine of decision-making” across the business.
\n2. Deployment models remain a challenge.
\nForrester estimates that 80 percent of EPM is done on-premises today, and that SaaS-based offerings will replace most of those EPM systems within the next five years. My gut reaction when I read that is that five years is aggressive for all systems to be changed to SaaS, especially in the Fortune 2000 companies we work with, but a lot of systems certainly will be replaced with SaaS offerings.
\nWhen you’re talking about rolling out an entirely new EPM solution in a different model (cloud vs. on-premises) at the largest companies, that means replacing some huge systems and processes—the Oracles, the SAPs, the Hyperions, the IBMs of the world—and I can tell you from experience that that’s still no mean feat. We’ve all heard of two- and three-year on-premises implementation times (or longer), and the implementation failed anyway. Luckily, systems like Anaplan can be implemented in a fraction of the time it typically takes to get an on-premises solution up and running.
\n3. All innovation is not created equal.
\nOn top of the move to SaaS, Forrester says EPM innovation is evolving along four vectors: user experience simplicity, social collaboration, advanced analytics, and integration with other business applications. Maybe so, but from our customers’ points of view, these four are not equal in importance. I’d order them as follows:
\nIntegration is at the top of our customers’ lists. Right now, the EPM universe is in a fragmentation stage, with customers picking best-of-breed applications in a variety of categories: Workday for ERP, Salesforce for CRM, Anaplan for planning, and Tableau for analysis and BI, to name a few. Customers have decided that, at present, they don’t want one platform to do all of those things, and for that reason they want their applications to talk to each other. Since these applications are all sources of truth, the ability to integrate them is important.
\nIf I had to rank the other vectors of innovation, I’d say user experience simplicity is second in importance. Our customers are going through radical process re-engineering because, as I mentioned earlier, their businesses are changing so quickly. Their employees aren’t using the same applications year in and year out. As processes change, the tools themselves change—but if your users can’t figure out a new tool, and it doesn’t make their daily lives easier, they will reject it and the project will fail. So the user experience and simplicity is really key to success.
\nI’d put advanced analytics third, because customers can only employ advanced analytics after they get the basics done. They need to be able to model the business and use that model for decision-making across their organizations first. Once they have a platform that spans their business, they can layer advanced analytics on top of it. And as for social collaboration, I’d rank it last. For one thing, that term means different things to different people. Customers don’t ask about it very frequently. They already have a messaging system, and they want to get the basics of EPM right before they even consider adding social collaboration.
\n4. Flexible modeling is king.
\nOne of Forrester’s key takeaways is this: “With SaaS becoming more prevalent in EPM, differentiation is evident in the robustness and flexibility of modeling as well as management reporting capabilities.” I don’t disagree, but for our customers, modeling is much more important than reporting. Customers tell me all the time that Anaplan can model like nobody else on the planet, and that’s a key piece of why they chose us for EPM (hear it from them). You could strongly argue that, once you have modeled the business, reporting on it is actually pretty easy. In fact, many our customers spit data out of Anaplan and into a management reporting tool or consolidation tools. This goes back to the integration question.
\nThose are some of my reactions to The Forrester Wave™: Enterprise Performance Management, Q4 2016. Do you agree, disagree, or want to debate? Please download the report and share your reactions in the comments.
\n"}}" id="text-c791d3fb2d" class="cmp-text">分析师公司Forrester Research最近发布了“ Forrester Wave™：企业绩效管理，2016年第四季度”，其评估EPM提供商和10家公司（包括Anaplan，被任命为领导者），这是该领域最重要的参与者。该报告据其作者保罗·D·哈默曼（Paul D. Hamerman）表示，该报告显示了每个提供商如何衡量，并“帮助应用程序开发和交付（AD＆D）专业人员及其业务利益相关者合作伙伴做出了正确的选择，以改善企业计划，业务洞察力和管理报告。透明这是一项严肃的工作，我建议您下载并阅读。该报告可以从多个角度进行分析，但是作为Anaplan的首席客户官，我考虑了我们的客户。我有四个观察值要分享。
1. EPM用户希望看到未来。
Forrester将EPM功能组织到三个时代：过去（记录发生的事情），现在（了解现在正在发生的事情）和未来（计划，预算和预测）。毫无疑问，但是我们的客户告诉我，未来维度最重要。业务是如此动荡，事情的发展如此之快，创新正在发生在一个无情的地方，以至于过去和现在几乎与某些公司无关。（（这就是为什么基于零的预算重新融入Vogue的原因。）他们10年前（甚至去年）所做的事情与他们将来将要做的事情有很小的关系或相关。
也就是说，我认为最大的价值来自于在一个平台上与Anaplan一样，将所有三个时间维度结合在一起。对于今天的许多公司来说，这很难做到这一点，因为他们已经投资了商业智能（BI）工具来分析过去，分类帐系统和ERP告诉他们现在，以及一种计划解决方案，以了解未来。公司希望将所有三个时间维度结合起来 - 从过去的实际情况，分析现在发生的事情，并预测将来会发生什么 - 在一个平台上。这就是Anaplan所做的，并且在整个业务中都这样做，以便每个功能都可以分析过去，现在和未来。（不要相信我的话；从我们的客户那里听到。）我将其称为整个业务中的“决策脊柱”。
2.部署模型仍然是一个挑战。
Forrester估计，今天有80％的EPM是在本地完成的，基于SAAS的产品将在未来五年内取代大多数EPM系统。当我读到我的直觉反应是，将所有系统更改为SaaS五年是积极的，尤其是在我们与之合作的《财富》 2000年的公司中，但是许多系统肯定会被SaaS产品所取代。
When you’re talking about rolling out an entirely new EPM solution in a different model (cloud vs. on-premises) at the largest companies, that means replacing some huge systems and processes—the Oracles, the SAPs, the Hyperions, the IBMs of the world—and I can tell you from experience that that’s still no mean feat. We’ve all heard of two- and three-year on-premises implementation times (or longer), and the implementation failed anyway. Luckily, systems like Anaplan can be implemented in a fraction of the time it typically takes to get an on-premises solution up and running.
3.所有创新并非平等创造。
福雷斯特（Forrester）最重要的是，EPM创新正在沿着四个向量发展：用户体验简单，社会协作，高级分析以及与其他业务应用程序集成。也许是这样，但是从我们客户的角度来看，这四个的重要性并不相等。我会按以下方式订购它们：
一体化位于我们客户列表的顶部。目前，EPM Universe处于分裂阶段，客户在各种类别中选择了最佳应用程序：ERP的工作日，CRM的Salesforce，Anaplan进行计划的Salesforce和用于分析和BI的Tableau，请列举几个。。客户已经决定，目前，他们不希望一个平台做所有这些事情，因此，他们希望他们的应用程序互相交谈。由于这些应用都是真理的来源，因此将它们整合的能力很重要。
如果我必须对创新的其他媒介进行排名，我会说用户体验简单重要性是第二。我们的客户正在进行激进的过程重新设计，因为正如我之前提到的那样，他们的业务变化如此之快。他们的员工不使用同一申请年和一年。随着流程的变化，工具本身会发生变化 - 但是如果您的用户无法弄清楚新工具，并且不会使他们的日常生活更轻松，那么他们会拒绝它，并且项目将失败。因此，用户体验和简单性确实是成功的关键。亚搏彩票手机版免费下载
我会说高级分析第三，因为客户完成基础知识后只能使用高级分析。他们需要能够对业务进行建模，并首先使用该模型进行决策。一旦他们有一个跨业务的平台，它们可以在其上层面。至于社会合作，我将最后排名。一方面，这个术语对不同的人意味着不同的事情。客户不会经常询问它。他们已经有一个消息传递系统，他们想在考虑添加社交协作之前就获得EPM的基础知识。
4.灵活的建模是国王。
Forrester的主要收获之一是：“随着SaaS在EPM中变得越来越普遍，在建模和管理报告功能的鲁棒性和灵活性方面显而易见。”我不同意，但是对于我们的客户来说，建模比报告重要得多。客户一直告诉我，阿纳普兰（Anaplan）可以像地球上没有其他人一样建模，这是为什么他们选择我们为EPM选择的关键部分（收到他们的声音）。您可能会强烈争辩说，一旦您建立了建模，报告它实际上很容易。实际上，我们的许多客户将数据从Anaplan中吐出来，进入管理报告工具或合并工具。这可以追溯到集成问题。
这些是我对Forrester Wave™的一些反应：企业绩效管理，2016年第四季度。您同意，不同意还是想辩论？请下载报告并在评论中分享您的反应。