Anaplan States Planning Is Dead, Focuses on the Era of Real-Time Decision


Recommended Reading for: Finance, Sales Operations, Supply Chain Management, IT Management, and Enterprise Strategy Personnel
Companies Mentioned: Anaplan, IBM, SAP, Oracle, Microstrategy, Tableau, DataRobot, TROVE Data, Louis Vuitton, Premji Invest, Salesforce Ventures, Top Tier Capital Partners, Baillie Gifford, Granite Ventures, Industry Ventures, Meritech Capital, Constellation Research, Ventana Research, IDC, Mint Jutras, ISG, Gartner, Apps Run the World, TechVentive

On March 6th and 7th, 2018, Amalgam Insights attended Anaplan Hub 18. Anaplan has been on Amalgam analysts’ radar for several years, as we consider Anaplan’s Hyperblock foundation and ability to serve multi-departmental planning in enterprises without a year or more of setup to be fundamental advantages. As we have covered this company, we have been waiting for Anaplan to reach its breakthrough moment where it takes its place as one of the true market leaders in enterprise applications. It is in this context that we attended Anaplan Hub and judged our interactions with Anaplan executives, customers, and partners.

This report provides updates on Anaplan’s key business metrics, executive insights from an analyst-only panel, keynote and product announcements, a 2018 perspective on customer success stories with Anaplan, and Amalgam’s expectations for Anaplan in 2018 and beyond as both a real-time planning application and a Platform as a Service.

Anaplan Key Business Updates

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IT Asset Management Must Change to Cut SaaS Costs by 30%

Money Bubbles in the Clouds
You Must Change Your LIfe ~ Ranier Maria Rilke
You Must Change Your Life

A generation of IT has been trained on the practice of Software Asset Management, which has been built on the focus of audit-based license agreement compliance. As the enterprise software market has moved to SaaS, the need for regular audits has decreased because of a fundamental shift from vendor-driven contract enforcement to client-friendly policies for adding new licenses and services.

As software shifts from being a license-based capital expenditure asset to a usage-defined operational expenditure service, the foundational nature of software management must change as well. Rather than managing software as a sunk cost with the goal of squeezing the maximum utilization out of an initial license before the software becomes obsolete, companies must now treat Software as a Service as a constantly renewing and updated functionality aligned to specific business roles.

The trade-off for the ease-of-use and support for SaaS is that enterprise software contracts are harder to negotiate because a number of buyers may end up purchasing SaaS and the purchase cycle is built to support consumerized purchases through P-cards, expense accounts, and line-of-business operational budgets rather than through a formal IT process.

As a result, the traditional world of SAM compliance and top-down procurement is being replaced with the need for cost management solutions that focus on:

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