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You’ve no doubt heard the news – IBM is buying SPSS for $1.2 billion. Industry pundits say IBM is rounding out its “Information On Demand” (IOD) portfolio. Meanwhile, did you read that IBM also announced an initiative called “Smart Analytics” Systems? This new series of BI (business intelligence) products combines software, hardware, storage and professional services.
But I have to wonder if these moves by IBM aren’t just attempts to glom together a bunch of software, hardware and services into some strategic vision that in practice turns out to be hard-to-use and holds virtually no advantage for customers.
I think it was last week at Tableau’s annual customer conference that I heard a customer say about this kind of situation, “It’s like these companies have a PowerPoint slide segmenting the market into little boxes. They then go buy companies so that every box is filled in. And therefore because every box is filled in, executive management can say to their Boards and shareholders, ‘we are the market leader because we have the #1 or #2 player in every segment.’” (BTW, brilliant customer who said that, please stand up and be noted.) How does that add up to a strategic vision designed to serve customers?
Tableau has always been focused on a strategic vision that serves customers. It’s really quite simple. It’s the vision CEO Christian Chabot related to me in our first conversation – “Tableau helps people answer questions with their data.” Director of Visual Analysis Jock Mackinlay puts it this way: “We help people see and understand their data.”
Last week in our second annual customer conference, we saw story after story from customers talking about how they can now easily and quickly answer questions with their data using Tableau. And this came from some very large customers with complicated BI systems (much like IBM’s products) already in-house. Customers like Apple, Experian, Barnes Jewish Hospital, and AOL. For example:
The common thread? Fast, easy and driven by the business users. Our customers are getting the benefits of rapid-fire business intelligence.
Filling out more boxes about segments covered and markets served by some mega-vendor is hardly a win for customers. In the end, what matters about strategic decisions is what customers can make of it.