Tag Archives: Analytics
Last week I had the opportunity to attend the Gartner Security and Risk Management Summit. At this event, Gartner analysts and security industry experts meet to discuss the latest trends, advances, best practices and research in the space. At the event, I had the privilege of connecting with customers, peers and partners. I was also excited to learn about changes that are shaping the data security landscape.
Here are some of the things I learned at the event:
- Security continues to be a top CIO priority in 2014. Security is well-aligned with other trends such as big data, IoT, mobile, cloud, and collaboration. According to Gartner, the top CIO priority area is BI/analytics. Given our growing appetite for all things data and our increasing ability to mine data to increase top-line growth, this top billing makes perfect sense. The challenge is to protect the data assets that drive value for the company and ensure appropriate privacy controls.
- Mobile and data security are the top focus for 2014 spending in North America according to Gartner’s pre-conference survey. Cloud rounds out the list when considering worldwide spending results.
- Rise of the DRO (Digital Risk Officer). Fortunately, those same market trends are leading to an evolution of the CISO role to a Digital Security Officer and, longer term, a Digital Risk Officer. The DRO role will include determination of the risks and security of digital connectivity. Digital/Information Security risk is increasingly being reported as a business impact to the board.
- Information management and information security are blending. Gartner assumes that 40% of global enterprises will have aligned governance of the two programs by 2017. This is not surprising given the overlap of common objectives such as inventories, classification, usage policies, and accountability/protection.
- Security methodology is moving from a reactive approach to compliance-driven and proactive (risk-based) methodologies. There is simply too much data and too many events for analysts to monitor. Organizations need to understand their assets and their criticality. Big data analytics and context-aware security is then needed to reduce the noise and false positive rates to a manageable level. According to Gartner analyst Avivah Litan, ”By 2018, of all breaches that are detected within an enterprise, 70% will be found because they used context-aware security, up from 10% today.”
I want to close by sharing the identified Top Digital Security Trends for 2014
- Software-defined security
- Big data security analytics
- Intelligent/Context-aware security controls
- Application isolation
- Endpoint threat detection and response
- Website protection
- Adaptive access
- Securing the Internet of Things
In my last blog, I talked about the dreadful experience of cleaning raw data by hand as a former analyst a few years back. Well, the truth is, I was not alone. At a recent data mining Meetup event in San Francisco bay area, I asked a few analysts: “How much time do you spend on cleaning your data at work?” “More than 80% of my time” and “most my days” said the analysts, and “they are not fun”.
But check this out: There are over a dozen Meetup groups focused on data science and data mining here in the bay area I live. Those groups put on events multiple times a month, with topics often around hot, emerging technologies such as machine learning, graph analysis, real-time analytics, new algorithm on analyzing social media data, and of course, anything Big Data. Cools BI tools, new programming models and algorithms for better analysis are a big draw to data practitioners these days.
That got me thinking… if what analysts said to me is true, i.e., they spent 80% of their time on data prepping and 1/4 of that time analyzing the data and visualizing the results, which BTW, “is actually fun”, quoting a data analyst, then why are they drawn to the events focused on discussing the tools that can only help them 20% of the time? Why wouldn’t they want to explore technologies that can help address the dreadful 80% of the data scrubbing task they complain about?
Having been there myself, I thought perhaps a little self-reflection would help answer the question.
As a student of math, I love data and am fascinated about good stories I can discover from them. My two-year math program in graduate school was primarily focused on learning how to build fabulous math models to simulate the real events, and use those formula to predict the future, or look for meaningful patterns.
I used BI and statistical analysis tools while at school, and continued to use them at work after I graduated. Those software were great in that they helped me get to the results and see what’s in my data, and I can develop conclusions and make recommendations based on those insights for my clients. Without BI and visualization tools, I would not have delivered any results.
That was fun and glamorous part of my job as an analyst, but when I was not creating nice charts and presentations to tell the stories in my data, I was spending time, great amount of time, sometimes up to the wee hours cleaning and verifying my data, I was convinced that was part of my job and I just had to suck it up.
It was only a few months ago that I stumbled upon data quality software – it happened when I joined Informatica. At first I thought they were talking to the wrong person when they started pitching me data quality solutions.
Turns out, the concept of data quality automation is a highly relevant and extremely intuitive subject to me, and for anyone who is dealing with data on the regular basis. Data quality software offers an automated process for data cleansing and is much faster and delivers more accurate results than manual process. To put that in math context, if a data quality tool can reduce the data cleansing effort from 80% to 40% (btw, this is hardly a random number, some of our customers have reported much better results), that means analysts can now free up 40% of their time from scrubbing data, and use that times to do the things they like – playing with data in BI tools, building new models or running more scenarios, producing different views of the data and discovering things they may not be able to before, and do all of that with clean, trusted data. No more bored to death experience, what they are left with are improved productivity, more accurate and consistent results, compelling stories about data, and most important, they can focus on doing the things they like! Not too shabby right?
I am excited about trying out the data quality tools we have here at Informtica, my fellow analysts, you should start looking into them also. And I will check back in soon with more stories to share..
There’s a reason why big data analytics are so successful at some companies, yet fall flat at others. As MIT’s Michael Shrage put it in a recent Harvard Business Review article, it all depends on how deeply the data and tools are employed in the business. “Companies with mediocre to moderate outcomes use big data and analytics for decision support,” he says. “Successful ROA—Return on Analytics—firms use them to effect and support behavior change.”
In other words, analytics really need to drill down deep into the psyche of organizations to make a difference. The more big data analytics get baked into business processes and outcomes, the more likely they are to deliver transformative results to the organization. As he puts it, “better data-driven analyses aren’t simply ‘plugged-in’ to existing processes and reviews, they’re used to invent and encourage different kinds of conversations and interactions.”
You may have heard some of these success stories in recent years – the casino and resort company that tracks customer engagements in real-time and extends targeted offers that will enrich their stay; the logistics company that knows where its trucks are, and can reroute them to speed up delivery and save fuel; the utility that can regulate customers’ energy consumption at critical moments to avoid brownouts.
Shrage’s observations come from interviews and discussions with hundreds of organizations in recent years. His conclusions point to the need to develop an “analytical culture” – in which the behaviors, practices, rituals and shared vision of the organization are based on data versus guesswork. This is not to say gut feel and passion don’t have a place in successful ventures – because they do. But having the data to back up passionate leadership is a powerful combination in today’s business climate.
Most executives instinctively understand the advantages big data can bring to their operations, especially with predictive analytics and customer analytics. The ability to employ analytics means better understanding customers and markets, as well as spotting trends as they are starting to happen, or have yet to happen. Performance analytics, predictive analytics, and prescriptive analytics all are available to decision makers.
Here are some considerations for “baking” data analytics deeper into the business:
Identify the business behaviors or processes to be changed by analytics. In his article, Shrage quotes a financial services CIO, who points out that standard BI and analytical tools often don’t go deeply enough into an organization’s psyche: “Improving compliance and financial reporting is the low-hanging fruit. But that just means we’re using analytics to do what we are already doing better.” The key is to get the business to open up and talk about what they would like to see changed as a result of analytics.
Focus on increasing analytic skills – for everyone. While many organizations go out searching for individual that can fill data scientist roles (or something similar), there’s likely an abundance of talent and insightfulness that can be brought out from current staff, both inside and outside of IT. Business users, for example, can be trained to work with the latest front-end tools that bring data forward into compelling visualizations. IT and data professionals can sharpen their skills with emerging tools and platforms such as Hadoop and MapReduce, as well as working with analytical languages such as R.
Shrage cites one company that recognized that a great deal of education and training was required before it could re-orient its analytics capabilities around “most profitable customers” and “most profitable products.” Even clients and partners required some level of training. The bottom line: “The company realized that these analytics shouldn’t simply be used to support existing sales and services practices but treated as an opportunity to facilitate a new kind of facilitative and consultative sales and support organization.”
Automate, and what you can’t automate, make as friendly and accessible as possible. Automated decision management can improve the quality of analytics and the analytics experience for decision makers. That’s because automating low-level decisions – such as whether to grant a credit line increase or extend a special offer to a customer – removes these more mundane tasks from decision makers’ plates. As a result, they are freed up to concentrate on higher-level, more strategic decisions. For those decisions that can’t be automated, information should be as easily accessible as possible to all levels of decision makers – through mobile apps, dashboards, and self-service portals.
Which comes first: innovation or analytics?
Bain & Company released some survey findings a few months back that actually put a value on big data. Companies with advanced analytic capabilities, the consultancy finds, are twice as likely to be in the top quartile of financial performance within their industries; five times as likely to make decisions much faster than market peers; three times as likely to execute decisions as intended; and twice as likely to use data very frequently when making decisions.
This is all good stuff, and the survey, which covered the input of 400 executives, makes a direct correlation between big data analytics efforts and the business’s bottom line. However, it begs a question: How does an organization become one of these analytic leaders? And there’s a more brain-twisting question to this as well: would the type of organization supporting an advanced analytics culture be more likely to be ahead of its competitors because its management tends to be more forward-thinking on a lot of fronts, and not just big data?
You just can’t throw a big data or analytics program or solution set on top of the organization (or drop in a data scientist) and expect to be dazzled with sudden clarity and insight. If an organization is dysfunctional, with a lot of silos, fiefdoms, or calcified and uninspired management, all the big data in the world isn’t going to lift its intelligence quota.
The author of the Bain and Company study, Travis Pearson and Rasmus Wegener, point out that “big data isn’t just one more technology initiative” – “in fact, it isn’t a technology initiative at all; it’s a business program that requires technical savvy.”
Succeeding with big data analytics requires a change in the organization’s culture, and the way it approaches problems and opportunities. The enterprise needs to be open to innovation and change. And, as Pearson and Wegener point out, “you need to embed big data deeply into your organization. It’s the only way to ensure that information and insights are shared across business units and functions. This also guarantees the entire company recognizes the synergies and scale benefits that a well-conceived analytics capability can provide.”
Pearson and Wegener also point to the following common characteristics of big data leaders they have studied:
Pick the “right angle of entry”: There are many areas of the business that can benefit from big data analytics, but just a few key areas that will really impact the business. It’s important to focus big data efforts on the right things. Pearson and Wegener say there are four areas where analytics can be relevant: “improving existing products and services, improving internal processes, building new product or service offerings, and transforming business models.”
Communicate big data ambition: Make it clear that big data analytics is a strategy that has the full commitment of management, and it’s a key part of the organization’s strategy. Messages that need to be communicated: “We will embrace big data as a new way of doing business. We will incorporate advanced analytics and insights as key elements of all critical decisions.” And, the co-authors add, “the senior team must also answer the question: To what end? How is big data going to improve our performance as a business? What will the company focus on?”
Sell and evangelize: Selling big data is a long-term process, not just one or two announcements at staff meetings. “Organizations don’t change easily and the value of analytics may not be apparent to everyone, so senior leaders may have to make the case for big data in one venue after another,” the authors caution. Big data leaders, they observe, have learned to take advantage of the tools at their disposal: they “define clear owners and sponsors for analytics initiatives. They provide incentives for analytics-driven behavior, thereby ensuring that data is incorporated into processes for making key decisions. They create targets for operational or financial improvements. They work hard to trace the causal impact of big data on the achievement of these targets.”
Find an organizational “home” for big data analysis: A common trend seen among big data leaders is that they have created an organizational home for their advanced analytics capability, “often a Center of Excellence overseen by a chief analytics officer,” according to Pearson and Wegener. This is where matters such as strategy, collection and ownership of data across business functions come into play. Organizations also need to plan how to generate insights, and prioritize opportunities and allocation of data analysts’ scientists’ time.
There is a hope and perception that adopting data analytics will open up new paths to innovation. But it often takes a innovative spirit to open up analytics.
SaaS companies are growing rapidly and becoming the top priority for most CIOs. With such high growth expectations, many SaaS vendors are investing in sales and marketing to acquire new customers even if it means having a negative net profit margin as a result. Moreover, with the pressure to grow rapidly, there is an increased urgency to ensure that the Average Sales Price (ASP) of every transaction increases in order to meet revenue targets.
The nature of the cloud allows these SaaS companies to release new features every few months, which sales reps can then promote to new customers. When new functionalities are not used nor understood, customers often feel that they have overpaid for a SaaS product. In such cases, customers usually downgrade to a lower-priced edition or worse, leave the vendor entirely. To make up for this loss, the sales representatives must work harder to acquire new leads, which results in less attention for existing customers. Preventing customer churn is very important. The Cost to Acquire a Customer (CAC) for upsells is 19% of the CAC to acquire new customer dollars. In comparison, the CAC to renew existing customers is only 15% of the CAC to acquire new customer dollars.
Accurate customer usage data helps determine which features customers use and which are under utilized. Gathering this data can help pinpoint high-value features that are not used, especially for customers that have recently upgraded to a higher edition. The process of collecting this data involves several touch points – from recording clicks within the app to analyzing the open rate of entire modules. This is where embedded cloud integration comes into play.
Embedding integration within a SaaS application allows vendors to gain operational insights into each aspect of how their app is being used. With this data, vendors are able to provide feedback to product management in regards to further improvements. Additionally, embedding integration can alert the customer success management team of potential churn, thereby allowing them to implement preventative measures.
To learn more about how a specialized analytics environment can be set up for SaaS apps, join Informatica and Gainsight on April 9th at 10am PDT for an informational webinar Powering Customer Analytics with Embedded Cloud Integration.
“If I had my way, I’d fire the statisticians – all of them – they don’t add value”.
Surely not? Why would you fire the very people who were employed to make sense of the vast volumes of manufacturing data and guide future production? But he was right. The problem was at that time data management was so poor that data was simply not available for the statisticians to analyze.
So, perhaps this title should be re-written to be:
Fire your Data Scientists – They Aren’t Able to Add Value.
Although this statement is a bit extreme, the same situation may still exist. Data scientists frequently share frustrations such as:
- “I’m told our data is 60% accurate, which means I can’t trust any of it.”
- “We achieved our goal of an answer within a week by working 24 hours a day.”
- “Each quarter we manually prepare 300 slides to anticipate all questions the CFO may ask.”
- “Fred manually audits 10% of the invoices. When he is on holiday, we just don’t do the audit.”
This is why I think the original quote is so insightful. Value from data is not automatically delivered by hiring a statistician, analyst or data scientist. Even with the latest data mining technology, one person cannot positively influence a business without the proper data to support them.
Most organizations are unfamiliar with the structure required to deliver value from their data. New storage technologies will be introduced and a variety of analytics tools will be tried and tested. This change is crucial for to success. In order for statisticians to add value to a company, they must have access to high quality data that is easily sourced and integrated. That data must be available through the latest analytics technology. This new ecosystem should provide insights that can play a role in future production. Staff will need to be trained, as this new data will be incorporated into daily decision making.
With a rich 20-year history, Informatica understands data ecosystems. Employees become wasted investments when they do not have access to the trusted data they need in order to deliver their true value.
Who wants to spend their time recreating data sets to find a nugget of value only to discover it can’t be implemented?
Build a analytical ecosystem with a balanced focus on all aspects of data management. This will mean that value delivery is limited only by the imagination of your employees. Rather than questioning the value of an analytics team, you will attract some of the best and the brightest. Then, you will finally be able to deliver on the promised value of your data.
In recent times, the big Internet companies – the Googles, Yahoos and eBays – have proven that it is possible to build a sustainable business on data analytics, in which corporate decisions and actions are being seamlessly guided via an analytics culture, based on data, measurement and quantifiable results. Now, two of the top data analytics thinkers say we are reaching a point that non-tech, non-Internet companies are on their way to becoming analytics-driven organizations in a similar vein, as part of an emerging data economy.
In a report written for the International Institute for Analytics, Thomas Davenport and Jill Dyché divulge the results of their interviews with 20 large organizations, in which they find big data analytics to be well integrated into the decision-making cycle. “Large organizations across industries are joining the data economy,” they observe. “They are not keeping traditional analytics and big data separate, but are combining them to form a new synthesis.”
Davenport and Dyché call this new state of management “Analytics 3.0, ” in which the concept and practices of competing on analytics are no longer confined to data management and IT departments or quants – analytics is embedded into all key organizational processes. That means major, transformative effects for organizations. “There is little doubt that analytics can transform organizations, and the firms that lead the 3.0 charge will seize the most value,” they write.
Analytics 3.0 is the current of three distinct phases in the way data analytics has been applied to business decision making, Davenport and Dyché say. The first two “eras” looked like this:
- Analytics 1.0, prevalent between 1954 and 2009, was based on relatively small and structured data sources from internal corporate sources.
- Analytics 2.0, which arose between 2005 and 2012, saw the rise of the big Web companies – the Googles and Yahoos and eBays – which were leveraging big data stores and employing prescriptive analytics to target customers and shape offerings. This time span was also shaped by a growing interest in competing on analytics, in which data was applied to strategic business decision-making. “However, large companies often confined their analytical efforts to basic information domains like customer or product, that were highly-structured and rarely integrated with other data,” the authors write.
- In the Analytics 3.0 era, analytical efforts are being integrated with other data types, across enterprises.
This emerging environment “combines the best of 1.0 and 2.0—a blend of big data and traditional analytics that yields insights and offerings with speed and impact,” Davenport and Dyché say. The key trait of Analytics 3.0 “is that not only online firms, but virtually any type of firm in any industry, can participate in the data-driven economy. Banks, industrial manufacturers, health care providers, retailers—any company in any industry that is willing to exploit the possibilities—can all develop data-based offerings for customers, as well as supporting internal decisions with big data.”
Davenport and Dyché describe how one major trucking and transportation company has been able to implement low-cost sensors for its trucks, trailers and intermodal containers, which “monitor location, driving behaviors, fuel levels and whether a trailer/container is loaded or empty. The quality of the optimized decisions [the company] makes with the sensor data – dispatching of trucks and containers, for example – is improving substantially, and the company’s use of prescriptive analytics is changing job roles and relationships.”
New technologies and methods are helping enterprises enter the Analytics 3.0 realm, including “a variety of hardware/software architectures, including clustered parallel servers using Hadoop/MapReduce, in-memory analytics, and in-database processing,” the authors adds. “All of these technologies are considerably faster than previous generations of technology for data management and analysis. Analyses that might have taken hours or days in the past can be done in seconds.”
In addition, another key characteristic of big data analytics-driven enterprises is the ability to fail fast – to deliver, with great frequency, partial outputs to project stakeholders. With the rise of new ‘agile’ analytical methods and machine learning techniques, organizations are capable of delivering “insights at a much faster rate,” and provide for “an ongoing sense of urgency.”
Perhaps most importantly, big data and analytics are integrated and embedded into corporate processes across the board. “Models in Analytics 3.0 are often being embedded into operational and decision processes, dramatically increasing their speed and impact,” Davenport and Dyché state. “Some are embedded into fully automated systems based on scoring algorithms or analytics-based rules. Some are built into consumer-oriented products and features. In any case, embedding the analytics into systems and processes not only means greater speed, but also makes it more difficult for decision-makers to avoid using analytics—usually a good thing.”
The report is available here.
Maybe the word “death” is a bit strong, so let’s say “demise” instead. Recently I read an article in the Harvard Business Review around how Big Data and Data Scientists will rule the world of the 21st century corporation and how they have to operate for maximum value. The thing I found rather disturbing was that it takes a PhD – probably a few of them – in a variety of math areas to give executives the necessary insight to make better decisions ranging from what product to develop next to who to sell it to and where.
Don’t get me wrong – this is mixed news for any enterprise software firm helping businesses locate, acquire, contextually link, understand and distribute high-quality data. The existence of such a high-value role validates product development but it also limits adoption. It is also great news that data has finally gathered the attention it deserves. But I am starting to ask myself why it always takes individuals with a “one-in-a-million” skill set to add value. What happened to the democratization of software? Why is the design starting point for enterprise software not always similar to B2C applications, like an iPhone app, i.e. simpler is better? Why is it always such a gradual “Cold War” evolution instead of a near-instant French Revolution?
Why do development environments for Big Data not accommodate limited or existing skills but always accommodate the most complex scenarios? Well, the answer could be that the first customers will be very large, very complex organizations with super complex problems, which they were unable to solve so far. If analytical apps have become a self-service proposition for business users, data integration should be as well. So why does access to a lot of fast moving and diverse data require scarce PIG or Cassandra developers to get the data into an analyzable shape and a PhD to query and interpret patterns?
I realize new technologies start with a foundation and as they spread supply will attempt to catch up to create an equilibrium. However, this is about a problem, which has existed for decades in many industries, such as the oil & gas, telecommunication, public and retail sector. Whenever I talk to architects and business leaders in these industries, they chuckle at “Big Data” and tell me “yes, we got that – and by the way, we have been dealing with this reality for a long time”. By now I would have expected that the skill (cost) side of turning data into a meaningful insight would have been driven down more significantly.
Informatica has made a tremendous push in this regard with its “Map Once, Deploy Anywhere” paradigm. I cannot wait to see what’s next – and I just saw something recently that got me very excited. Why you ask? Because at some point I would like to have at least a business-super user pummel terabytes of transaction and interaction data into an environment (Hadoop cluster, in memory DB…) and massage it so that his self-created dashboard gets him/her where (s)he needs to go. This should include concepts like; “where is the data I need for this insight?’, “what is missing and how do I get to that piece in the best way?”, “how do I want it to look to share it?” All that is required should be a semi-experienced knowledge of Excel and PowerPoint to get your hands on advanced Big Data analytics. Don’t you think? Do you believe that this role will disappear as quickly as it has surfaced?
In a previous blog post, I wrote about when business “history” is reported via Business Intelligence (BI) systems, it’s usually too late to make a real difference. In this post, I’m going to talk about how business history becomes much more useful when combined operationally and in real time.
E. P. Thompson, a historian pointed out that all history is the history of unintended consequences. His idea / theory was that history is not always recorded in documents, but instead is ultimately derived from examining cultural meanings as well as the structures of society through hermeneutics (interpretation of texts) semiotics and in many forms and signs of the times, and concludes that history is created by people’s subjectivity and therefore is ultimately represented as they REALLY live.
The same can be extrapolated for businesses. However, the BI systems of today only capture a miniscule piece of the larger pie of knowledge representation that may be gained from things like meetings, videos, sales calls, anecdotal win / loss reports, shadow IT projects, 10Ks and Qs, even company blog posts – the point is; how can you better capture the essence of meaning and perhaps importance out of the everyday non-database events taking place in your company and its activities – in other words, how it REALLY operates.
One of the keys to figuring out how businesses really operate is identifying and utilizing those undocumented RULES that are usually underlying every business. Select company employees, often veterans, know these rules intuitively. If you watch them, and every company has them, they just have a knack for getting projects pushed through the system, or making customers happy, or diagnosing a problem in a short time and with little fanfare. They just know how things work and what needs to be done.
These rules have been, and still are difficult to quantify and apply or “Data-ify” if you will. Certain companies (and hopefully Informatica) will end up being major players in the race to datify these non-traditional rules and events, in addition to helping companies make sense out of big data in a whole new way. But in daydreaming about it, it’s not hard to imagine business systems that will eventually be able to understand the optimization rules of a business, accounting for possible unintended scenarios or consequences, and then apply them in the time when they are most needed. Anyhow, that’s the goal of a new generation of Operational Intelligence systems.
In my final post on the subject, I’ll explain how it works and business problems it solves (in a nutshell). And if I’ve managed to pique your curiosity and you want to hear about Operational Intelligence sooner, tune in to to a webinar we’re having TODAY at 10 AM PST. Here’s the link.
Shhhh… RulePoint Programmer Hard at Work
End of year. Out with the old, in with the new. A time where everyone gets their ducks in order, clears the pipe and gets ready for the New Year. For R&D, one of the gating events driving the New Year is the annual sales kickoff event where we present to Sales the new features so they can better communicate a products’ road map and value to potential buyers. All well and good. But part of the process is to fill out a Q and A that explains the product “Value Prop” and they only gave us 4 lines. I think the answer also helps determine speaking slots and priority.
So here’s the question I had to fill out -
FOR SALES TO UNDERSTAND THE PRODUCT BETTER, WE ASK THAT YOU ANSWER THE FOLLOWING QUESTION:
WHAT IS THE PRODUCT VALUE PROPOSITION AND ARE THERE ANY SIGNIFICANT DEPLOYMENTS OR OTHER CUSTOMER EXPERIENCES YOU HAVE HAD THAT HAVE HELPED TO DEFINE THE PRODUCT OFFERING?
Here’s what I wrote:
Informatica RULEPOINT is a real-time integration and event processing software product that is deployed very innovatively by many businesses and vertical industries. Its value proposition is that it helps large enterprises discover important situations from their droves of data and events and then enables users to take timely action on discovered business opportunities as well as stop problems while or before they happen.
Here’s what I wanted to write:
RulePoint is scalable, low latency, flexible and extensible and was born in the pure and exotic wilds of the Amazon from the minds of natives that have never once spoken out loud – only programmed. RulePoint captures the essence of true wisdom of the greatest sages of yesteryear. It is the programming equivalent and captures what Esperanto linguistically tried to do but failed to accomplish.
As to high availability, (HA) there has never been anything in the history of software as available as RulePoint. Madonna’s availability only pales in comparison to RulePoint’s availability. We are talking 8 Nines cubed and then squared ( ). Oracle = Unavailable. IBM = Unavailable. Informatica RulePoint = Available.
RulePoint works hard, but plays hard too. When not solving those mission critical business problems, RulePoint creates Arias worthy of Grammy nominations. In the wee hours of the AM, RulePoint single-handedly prevented the outbreak and heartbreak of psoriasis in East Angola.
One of the little known benefits of RulePoint is its ability to train the trainer, coach the coach and play the player. Via chalk talks? No, RulePoint uses mind melds instead. Much more effective. RulePoint knows Chuck Norris. How do you think Chuck Norris became so famous in the first place? Yes, RulePoint. Greenpeace used RulePoint to save dozens of whales, 2 narwhal, a polar bear and a few collateral penguins (the bear was about to eat the penguins). RulePoint has been banned in 16 countries because it was TOO effective. “Veni, Vidi, RulePoint Vici” was Julius Caesar’s actual quote.
The inspiration for Gandalf in the Lord of the Rings? RulePoint. IT heads worldwide shudder with pride when they hear the name RulePoint mentioned and know that they acquired it. RulePoint is stirred but never shaken. RulePoint is used to train the Sherpas that help climbers reach the highest of heights. RulePoint cooks Minute rice in 20 seconds.
The running of the bulls in Pamplona every year - What do you think they are running from? Yes, RulePoint. RulePoint put the Vinyasa back into Yoga. In fact, RulePoint will eventually create a new derivative called Full Contact Vinyasa Yoga and it will eventually supplant gymnastics in the 2028 Summer Olympic games.
The laws of physics were disproved last year by RulePoint. RulePoint was drafted in the 9th round by the LA Lakers in the 90s, but opted instead to teach math to inner city youngsters. 5 years ago, RulePoint came up with an antivenin to the Black Mamba and has yet to ask for any form of recompense. RulePoint’s rules bend but never break. The stand-in for the “Mind” in the movie “A Beautiful Mind” was RulePoint.
RulePoint will define a new category for the Turing award and will name it the 2Turing Award. As a bonus, the 2Turing Award will then be modestly won by RulePoint and the whole category will be retired shortly thereafter. RulePoint is… tada… the most interesting software in the world.
But I didn’t get to write any of these true facts and product differentiators on the form. No room.
Hopefully I can still get a primo slot to talk about RulePoint.
And so from all the RulePoint and Emerging Technologies team, including sales and marketing, here’s hoping you have great holiday season and a Happy New Year!