In our upcoming book ‘The AI Playbook’ we discuss in some detail the issue of bias in AI. For those that don’t know, AI bias is the phenomena of an AI system giving prejudiced results due to misassumptions in the process. It’s easy to label biases as mistakes, but frequently they are not, they are answers that we do not agree with.
Though under-reported at the time, Salesforce (one of the largest enterprise software firms) made a set of announcements this year regarding Blockchain. On the surface, the announcement of a low code development tool on the Salesforce Lightning platform called unsurprisingly ‘Salesforce Blockchain’ is insignificant.
It seems like every week; a technology vendor tells me how their AI product will free workers from mundane jobs and enable them to do more exciting work. And, every week I respond the same way (though sometimes more diplomatically) ‘that is not true.’ As AI works its way through blue-collar jobs, lower-paid white-collar jobs and now into higher-paid professions, that sales pitch that falls flat. In theory, AI automation could free workers from the mundane and create new and more exciting jobs. But in reality, that will seldom happen, workers are made redundant.
This past week OpenText announced a partnership with Google Cloud (GCP), that announcement lifted OpenText’s share price to his highest ever level. At first blush, the excitement seemed odd, as frankly, everyone has a partnership with Google, Amazon, and Microsoft. Working to unpack the real relevance of this deal for both OpenText & Google reveals an intriguing partnership strategy.
This past spring, we have been publishing a series of articles on CMSWire on the topic of artificial intelligence. The goal was to demystify the subject and give tips on how and where to get started. These follow on from our in-depth online training course in partnership with AIIM that was released earlier this year.
Twenty years on and workers struggle with the same problems of uniting their digital workplace applications and files into a single and usable screen. Today, enterprise portals are more common, and catchily, branded as digital workplaces, call them what you will, the idea is good, but why have they never really had the impact they promised?
This week I had a chance to catch up with the folks at Dropbox, it’s been a busy time there with the acquisition of HelloSign and the launch of a radical redesign of the Dropbox for Business UI. I have been following the firm (and in full disclosure was a past advisor to them) for quite a few years and watched their growth and transformation with interest. However, what has most interested me about the company is their corporate culture and their approach to design and product development.
Today content and process technology vendors are simply waiting for customers to ask them for Blockchain, but I don’t think that is going to happen as many of those customers are already playing with, and in some cases implementing, Blockchain all by themselves without reference to their legacy ECM or BPM vendor technology suppliers. We have already seen this happen in Government Departments, Supply Chain firms, Healthcare, and Financial Services.
Over time, OneDrive has improved, and its consumer version is now equal to both of its significant rivals. But OneDrive for Business, the commercial version, has struggled to keep pace for several fundamental reasons. The main reason is that it didn’t do an excellent job of syncing files and that it relied on aging SharePoint legacy infrastructure, which wasn’t designed for the cloud. In 2016 Microsoft went as far as to state that OneDrive wasn’t for sharing files at all: that job was for a SharePoint team site. Twelve years on from the first OneDrive release, Box and Dropbox have both had IPOs and now provide file-sharing services to 350,000 businesses between them. At Deep Analysis, our question is whether all that is about is to change. Is OneDrive for Business finally ready for prime time?
“Overhauling and modernizing legacy web and commerce systems, particularly those with multiple geographies, products and sites is very difficult indeed,” Pelz-Sharpe said, adding that the Adobe products aren’t the problem, but rather the free-form evolution of a company’s legacy web CMS that can’t just be quickly ripped and replaced. “Web content provides unique challenges as it is, not so much in the form of files; rather, it is made up of strings, links and items of data that have to be assembled dynamically.”
Recently we were contacted by Veritone to request an analyst briefing. At first I wasn’t sure that this was in the scope of our focus at Deep Analysis, but it turned out I was wrong. In short, Vertione is a publicly listed (NASDAQ – VERI) artificial intelligence vendor based in Southern California with roots in media and entertainment. Indeed it is still well known in that world, enabling media firms, studios, and sports organizations to analyze and monetize their digital assets.
Finding value within mountains of unstructured data is both the challenge and the opportunity. Organizations have amassed millions, and in some instances billions, of files over the years. They pay heavily to store them as they believe that hidden in that mass of files are some of value. For sure there is value hidden within the mass, but there is also a high likelihood that there are files there that could cause organizational damage.
The first thing to note is Salesforce is no longer trying to compete with IBM Watson. Rather than leading with AI as a broad solution, Salesforce has baked Einstein into its core offerings very tactically. Instead of touting complexity and power, Salesforce is delivering its AI, with easy to use interfaces and rather than requiring a specialist data scientist to set it up, Einstein can be configured by Salesforce administrators. In the same vein, the outputs of the 35 different AI modules that Einstein runs today are equally simple to digest and leverage. At Deep Analysis we like the approach of small tactical modules baked into service offerings that are easy to use.
First, let’s put Cisco into context. Cisco is a giant with over 60,000 partners generating 85% of its revenue. Technology firms that sell through partners historically had a hands off approach to the customer experience (CX), as managing the customer is considered the partners job. Over the past few years this analyst has seen first-hand the enormous disconnect that such an approach to CX can generate. In a nutshell, the tech firm thinks the customer loves them (after all they spend money on their licenses and products), but in reality the customer loathes them, as nothing works as promised, and they are left to pick up the pieces and sort the mess out themselves.
Deep Analysis is truly delighted to announce that today, Connie Moore has joined our team. Connie is an industry analyst legend, having spent over 20 years leading research at Forrester, before moving to on to become Senior VP of Research at DCG in 2014. Connie’s research spans many facets of content and process management from CX …
When you think about it, finding the right starting point for information governance is often the biggest stumbling block for any governance initiative. As we like to say back in England,“It can be like fighting with fog.” So much to do, so much legacy, so many points of contact, so many people that it is hard to know where to start. In reality many don’t do anything at all. That became our focus – where and how to start. You can check out the webinar here.
Once a year Information Management professionals travel from around the world to attend the AIIM Conference. It is the premier event for networking, education and industry gossip. As such it is particularly important for Deep Analysis, as we get to talk with dozens of end user organizations and find out what they are thinking, planning and doing in the world of Information Management. It’s a chance for us to truly check the industry pulse, make new contacts and reconnect with technology buyers from far and wide.
I find the world of OpenText observers fall into two well defined camps. The first camp believes that OpenText’s business is in serious decline and dependent almost entirely on maintenance fees from legacy products. The other camp sees OpenText as steady, slow, profitable but dangerously reliant on maintenance fees from legacy products. Though there are threads of accuracy in both camps, the reality is somewhat different. As of 2019 OpenText is a major player undertaking a key, and to date, pretty successful, pragmatic pivot.