Gartner PCC Summit 2007 (part 10)
- how will enterprises deploy the power of information access technology in unexpected ways?
- how are vendors responding to increased popularity of information access technology?
Spidered data is collected and the index remains iterated but static invoked addressed return current pages. (Pro: stable/known - Con: Can go stale, link rot, enormous storage need)
A query-driven ant knows the proper path to travel to collect a fresh version of what may likely be relevant data. (Pro: fresh - Con: extra application load)
Whit says the ‘spider model’ is not enough in this real-time environment.
If you’re looking for search “pick a platform” with great breadth and establish tactical alternatives.
- non-textual results (LivePlasma, Grokker)
- live query refinement (Clusty, Pandora, Acoona)
- user tagging (del.icio.us, NY Times!, flickr)
- Users links with each other and publish to each other (Jeteye, LinkedIn, Rollyo)
And of course there’s overlap between these.
Advice: investigate what social search could mean for your organization.
Autonomy, IBM, Fast Search & Transfer, Endeca and ZyLab are in the upper-righthand corner of the Quadrant.
1. Google (ease of use)
2. Microsoft (good-enough, due to Sharepoint and
3. IBM (broad product line)
4. Adobe (will acquire Autonomy or FAST)
5. Oracle (due to their database technologies)
Today:
- list what you think you’re searching
- inventory your search vendors
- learn what you can about relevancy
Next year:
- begin to make search more pervasive in your enterprise. Integrate, do not unify, search and business intelligence; search and CRM; search and multiple RDBMS and so forth
- add 50% of what you thought you were searching - but weren’t
- add 50% of what your workers wish they could search
- select your search platform
- inventory and value your relevancy strategies
The years after that:
- add the other 50% you thought you thought you were search
- add what the users wish they could search
It's good to see that FAST has become the visionary leader in the 2007 Magic Quadrant. The company has many recognised strengths - and even one of its "cautions" highlights these strengths: FAST’s industry leadership status is not contingent on the return to profitability in 2008.
ReplyDeleteDelorean also had some interesting technology, and look where they are.
ReplyDeleteHaving visionary technology most often leads to becoming a niche player.
Having technology which can be implemented in a repeatable fashion translates into becoming a market leader.
FAST was the 'execution' leader previously, when Autonomy was the 'vision' leader. Now their roles are reserved. Is this because FAST did something to improve their vision? Or did Autonomy do something to reduce their own?
ReplyDeleteOr is it just bad for an analyst to position any company as the overall leader?