What BPM Suite Market Consolidation Means For Business Process Pros


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Slides from Forrester webinar outlining key factors driving latest round of BPM suite market consolidation.

What BPM Suite Market Consolidation Means For Business Process Pros

  1. 1. March 11, 2010. Call in at 12:55 p.m. Eastern time What BPM Suite Market Consolidation Means For Business Process Pros Connie Moore Vice President, Research Director Forrester Research Clay Richardson Senior Analyst Forrester Research
  2. 2. The latest round of BPM suite consolidation shines a bright light on the shift from IT to BT.
  3. 3. Process pros struggle to put consolidation into proper context <ul><li>What’s driving the latest round of consolidation? </li></ul><ul><li>Will my skills and training become obsolete? </li></ul><ul><li>What does the future look like for merged entity? </li></ul>
  4. 4. Business-led transformation is now a top priority “ How important are each of the following business goals to your internal IT organization when making software decisions?” Base: 1,007 IT decision-makers Source: Enterprise And SMB Software Survey, North America And Europe, Q4 2009
  5. 5. Meeting on the bridge yielded marginal results IT The business
  6. 6. IT-to-BT fusion replaces the bridge
  7. 7. BPM is now the language of IT to BT Vertical/ functional Functional/process overlays Process/functional overlays Service/process organization From traditional LOB management To process-based management
  8. 8. A bit of déjà vu? *When date of acquisition was announced Event date* Event description June 2004 TIBCO Software buys Staffware (iProcess) June 2004 Oracle buys Collaxa March 2006 BEA Systems buys Fuego August 2006 IBM buys FileNet April 2007 Software AG buys webMethods January 2008 Oracle buys BEA Systems July 2009 Software AG buys IDS Scheer December 2009 IBM buys Lombardi Software January 2009 Progress Software buys Savvion
  9. 9. First wave of consolidation focused on market entry Market entry TIBCO Software buys Staffware Oracle buys Collaxa Sun Microsystems buys SeeBeyond Software AG buys webMethods
  10. 10. Second wave focused on technology build-out Market entry IBM buys FileNet BEA Systems buys Fuego Oracle buys BEA Systems Technology build-out
  11. 11. Latest wave driven by shift to BT Market entry IBM buys Lombardi Software Progress Software buys Savvion Software AG buys IDS Scheer Technology build-out BT shift
  12. 12. Software AG making up for lost time Obstacles: <ul><li>Making big transition from “the infrastructure company” to “the process excellence company” </li></ul><ul><li>Significant IDS Scheer’s OEM relationships will keep Software AG from making wholesale changes to ARISalaign, for better integration with webMethods and other components. </li></ul><ul><li>The IDS Scheer acquisition strengthens Software AG’s BPM professional services. </li></ul><ul><li>Combined ARISalign offering appeals to business analysts and process analysts. </li></ul><ul><li>Improves Software AG’s image to business stakeholders and process professionals </li></ul>Payoff: <ul><li>Provide customers with just the right balance between technical and business capabilities for real-world BPM. </li></ul>Positioning:
  13. 13. IBM won’t leave Lombardi customers holding the bag Obstacles: <ul><li>Significant overlapping features and capabilities across product sets </li></ul><ul><li>IBM’s internal battle between departmental versus enterprise BPM </li></ul><ul><li>Will IBM listen to Lombardi’s seasoned management team? </li></ul>Positioning: <ul><li>The Lombardi Software acquisition strengthens WebSphere Process Server’s human-centric capabilities. </li></ul><ul><li>Lombardi Software will focus on accelerating time-to-value for initial BPM activities. </li></ul><ul><li>Departmental versus enterprise BPM — it’s your choice. </li></ul><ul><li>Big Blue covers BPM from every angle you could imagine, with blue-chip executives and blue-chip customers that can help customers succeed with large-scale BPM initiatives. </li></ul>Payoff:
  14. 14. Savvion customers might get lost in the shuffle Obstacles: <ul><li>This is Savvion’s first foray into the BPM software market — Oracle and TIBCO Software will tell you it’s not an easy road. </li></ul><ul><li>Progress is not making a big turn towards BPM or process culture — much of their message is still technology-driven. </li></ul>Positioning: <ul><li>Progress Software now has a seat in the BPM software game, with technology from one of the top human-centric BPM suite vendors. </li></ul><ul><li>Combine Savvion BPM and analytics with Progress CEP to help companies improve operational responsiveness. </li></ul>Payoff: <ul><li>Comprehensive event- and rules-driven platform and industry frameworks that can go head-to-head against Pegasystems’ “quasi-app” approach </li></ul>
  15. 15. BPM suites achieved vision of dynamic business applications Source: September 4, 2009, “The Importance Of Matching BPM Tools To The Process” Forrester report
  16. 16. Process requirements keep your eyes on the prize Source: September 4, 2009, “The Importance Of Matching BPM Tools To The Process” Forrester report Human-centric BPM suites Integration suites Dynamic case management
  17. 17. Consolidation will continue along BT fault lines Source: September 4, 2009, “The Importance Of Matching BPM Tools To The Process” Forrester report Business Integration Suites Dynamic Case Management
  18. 18. Thank you <ul><li>Connie Moore </li></ul><ul><li>+1 540.882.4040 </li></ul><ul><li>[email_address] </li></ul><ul><li>Twitter: cmooreforrester </li></ul><ul><li>Clay Richardson </li></ul><ul><li>+1 703.584.2630 </li></ul><ul><li>[email_address] </li></ul><ul><li>Twitter: passion4process </li></ul><ul><li>www.forrester.com </li></ul>