How to Run Workflow on Business Process Flow Stage Change in Dynamics 365
In Microsoft Dynamics 365 when a stage changes in a Business Process, you may want to run a workflow to automate the fetching of information, an invoicing process, or any other number of things. This is incredibly easy to do with Microsoft Dynamics 365.
In the new business process flow designer, simply select Add > Add Workflow, then select the stage within which you want to run the workflow.
This will add the workflow item to the stage, from which you are able to select the trigger that you would like the workflow to run on (Stage Entry or Exit), and then also the workflow itself that you want to run. Note that there is a caveat for the workflow selected, that it must be an active, on demand workflow for the same entity as the selected stage. The selected workflow will now run on the selected trigger.
How to Run Workflow on Business Process Flow Stage Change in Dynamics 365
In Microsoft Dynamics 365 when a stage changes in a Business Process, you may want to run a workflow to automate the fetching of information, an invoicing process, or any other number of things. This is incredibly easy to do with Microsoft Dynamics 365.
In the new business process flow designer, simply select Add > Add Workflow, then select the stage within which you want to run the workflow.
This will add the workflow item to the stage, from which you are able to select the trigger that you would like the workflow to run on (Stage Entry or Exit), and then also the workflow itself that you want to run. Note that there is a caveat for the workflow selected, that it must be an active, on demand workflow for the same entity as the selected stage. The selected workflow will now run on the selected trigger.
Open Data is Great – But Only If You Ensure Data Quality
Open data is all around us these days, which is a great thing. To leverage open data effectively, however, you need to be prepared to address the data quality risks. Here’s why and how.
Defining Open Data
The open data movement takes its cues from the open source software movement.
Open source software refers to programs whose source code is available for the public to download, inspect, modify and, if desired, expand.
In a similar fashion, open data means sets of databases that anyone can access and use as they wish.
Open data is usually free of cost, although that is not the defining characteristic. Openness – that is, the quality of being openly accessible to anyone – is what makes open data what it is.
Government agencies have become one of the leading sources of open data. Governments like New York City and the federal government of the United States make data sets freely available online.
Scientific research projects also sometimes provide open data sets. The Human Genome Project makes a range of important data sets freely available, for example.
Why Use Open Data
Simply, it is a great resource. Companies can and should take advantage of open databases when the data fit their needs. In many cases, doing so is a fast and cost-effective way to gain access to data that can drive analytics engines and deliver important insights.
For example, imagine that your company wants to know what kind of public Wi-Fi infrastructure is available to customers to help predict how much bandwidth the company can expect an app to support for those customers. If the customers happen to be living in New York City, the company can grab open data related to Wi-Fi availability for residents. That’s a lot faster and easier than compiling all that data from scratch.
Open Data and Data Quality
As great as open data is, it comes with a caveat. In some cases, it may not provide the data quality required to make the data actionable.
This isn’t because most open data sets are inherently low in quality. The fact that they are (usually) free does not mean you can’t trust the data inside them. This may be the case with some open databases, but most open projects provide data that is as reliable as any you collect yourself. (Indeed, you can make the argument that because open data sets are available for anyone to inspect, they are likely to have fewer errors, because there are more people to notice that something is wrong.)
Still, no data set is perfect, and open databases are no exception. Take the open database related to Wi-Fi in New York City. The database includes the street address for each Wi-Fi access point, along with latitude and longitude coordinates. If it is important for you to know for certain exactly where each Wi-Fi access point is located, you’d want to cross-check this information to make sure the street addresses align with the map coordinates.
You’d also probably want to make sure that all the street addresses actually exist. Data entry errors, address changes or other problems could easily introduce flaws into this part of the database.
Data quality tools – including Trillium data quality solutions which are now part of Syncsort’s suite of Big Data solutions – can help you perform the checks you need to identify, and fix potential data quality errors like these.
ASG and Trillium Software recently hosted an educational webcast that explored the need for improving data quality, as well as some common challenges: Watch the replay now!
How does the CMO role look different in the US when compared to the UK?
Analysis of CMOs from FTSE 100 companies and the Inc. 5000 list found that a typical UK CMO is male, British and 44 years old, while US research suggests the typical US CMO is an American born female having just turned 40
In the UK and US, the path to becoming the Chief Marketing Officer in a company is often seen as a long one. But what is it really that this coveted role demands? What stories can we tell from the statistics available to us? To find out, we set about analysing those who hold that title – or equivalent – across FTSE 100 companies, as well as the Inc. 5000 list of fastest-growing mid-size companies. Below are the results and key trends that emerged: – in short, what it takes to become CMO supreme in both the UK and America.
Here were the five biggest takeaways from our research:
- Success is a Waiting Game. Our research showed that on average, FTSE 100 CMOs had served their companies for around 8-9 years in total – having worked at least three other companies prior, and spending around 5-6 years at each job prior to becoming CMO. In contrast, marketers in the US moved around fairly often, usually working at four or so companies for an average of 5 years, and typically serving in a company for around 5 years by the time they become CMO; a much shorter tenure than in the UK.This taught us two things: first, that a diverse resume or portfolio – proven experience across a range of titles and jobs – can go a long way in distinguishing CMO candidates, in the US especially; second, that it pays to stick around for longer in the UK, as that special promotion really could be just around the corner. It could be argued, of course, that things might move slightly faster in the job market in the US, which is why the CMO role is awarded to people earlier in their careers. In the UK, marketers will often have to wait until their 44th birthday to become CMO – whereas the big promotion will come to those around their 40th birthday in the US.However, as has been shown by Korn Ferry’s research, it is of concern to a number of US firms that the CMO position has the highest turnover in the C-suite. They stay in office for 4.1 years on average, whereas CEOs average 8 years; CFOs, 5.1 years; CHROs, 5; and CIOs, 4.3 years. On top of this, HBR found that 57% of CMOs in the US have been in their position for three years or less. It’s a disparity that raises important questions about how CMOs in the US are nurtured, enabled, and supported in their roles; if, for instance, tenure should be the thing that’s prioritized in hiring CMOs (experience with the business), or longevity generally (a record of leadership roles longer than the 5-year average).
- The Gender Gap – or lack of it: While the majority of CMOs in the UK FTSE 100 were men (60%), 56% of the companies analysed in the Inc. 5000 were led by female CMOs. It’s a difference that suggests, at least on its face, that US companies are perhaps going farther in employing women in leadership roles; further research found that only 7% of the FTSE 100’s companies are led by a female CEO. But it’s worth remembering the historical trends that have made this possible – the number of women that have come to fill marketing and advertising roles in general (holding 60% of all positions at professional agencies) as these fields have naturally diversified.Also important to remember: per a 2016 report in Forbes, white women specifically are by and large in the majority. US firms might have further still to go. But all the same! It’s worth wondering just how long before UK companies bring down the male-female ratio to the evens, given, certainly, the very clear business benefits: diversity in the boardroom, it has been shown, usually results in “increased value for shareholders.”
- Home Grown Talent – on both sides of the pond: In the UK 60% of the CMOs researched were British, with 16% of these from a European background. In North America, all 70 CMOs that were analysed were born in the US. This tells us that both countries are keen to invest in local talent, and that the barriers to entry for outside contenders – executives born or educated outside the UK and US – are likely higher as a result; an important consideration for international companies looking to establish and grow a presence in either country.
- Education: Is Oxbridge Irrelevant for the UK? In the UK, only 9% of the CMOs analysed as part of our research were Oxbridge educated. In fact, more CMOs studied in Ireland (10%) or at a major university in the North of England (15%) than at the two best universities in the country – suggesting, perhaps, that the prestige of Oxbridge has worn somewhat thin in recent decades. One could argue, in fact, that universities in the South of England (41%) or overseas (34%) were more reliable incubators for CMOs.Overall, the number of CMOs with advanced degrees (master’s certifications and higher) was about the same between the two countries – 27% of CMOs in the US, 30% of CMOs in the UK. These are figures that speak in part to larger trends in education; per the most recent US Census, more young adults than ever are pursuing postgraduate studies (9.3 percent, a steady increase in the last decade). But they may also reflect the specific advantages of a master’s for the modern marketer looking to distinguish themselves and remain competitive. A 2014 report by the U.S Department of Education, for instance, found that the wide popularity of the MBA in particular could be explained by a perceived “return on investment”; a sense among potential employers that the degree translated directly to a job candidate’s success.
- In-house is the way forward: A huge majority (86%) of UK CMOs move up in the company, rather than coming across from working in an agency – while in the US, 89% are not from an agency. Our assumption might be to expect some of those who head the marketing division at companies will have worked for ‘the dark side’, and therefore know how to work with these agencies to really get the best from them. However, it would appear that for the majority of these CMOs this is not the case.
Despite the research, we all know that everyone’s path to success is different. But our analysis into the British and American CMO has introduced some interesting facts that we’d be keen to keep an eye on in future – particularly in the UK. Will more women be introduced into the CMO role – and across the C-suite board in general? Will Brexit and EU negotiations signal a change in where the CMO is sourced? We’ll have to wait and see.
Check out our infographic for the full results and global comparisons.
Omnichannel Vs. Multichannel: What’s The Difference And Who Is Doing It?
The Japanese culture has always shown a special reverence for its elderly. That’s why, in 1963, the government began a tradition of giving a silver dish, called a sakazuki, to each citizen who reached the age of 100 by Keiro no Hi (Respect for the Elders Day), which is celebrated on the third Monday of each September.
That first year, there were 153 recipients, according to The Japan Times. By 2016, the number had swelled to more than 65,000, and the dishes cost the already cash-strapped government more than US$ 2 million, Business Insider reports. Despite the country’s continued devotion to its seniors, the article continues, the government felt obliged to downgrade the finish of the dishes to silver plating to save money.
What tends to get lost in discussions about automation taking over jobs and Millennials taking over the workplace is the impact of increased longevity. In the future, people will need to be in the workforce much longer than they are today. Half of the people born in Japan today, for example, are predicted to live to 107, making their ancestors seem fragile, according to Lynda Gratton and Andrew Scott, professors at the London Business School and authors of The 100-Year Life: Living and Working in an Age of Longevity.
The End of the Three-Stage Career
Assuming that advances in healthcare continue, future generations in wealthier societies could be looking at careers lasting 65 or more years, rather than at the roughly 40 years for today’s 70-year-olds, write Gratton and Scott. The three-stage model of employment that dominates the global economy today—education, work, and retirement—will be blown out of the water.
It will be replaced by a new model in which people continually learn new skills and shed old ones. Consider that today’s most in-demand occupations and specialties did not exist 10 years ago, according to The Future of Jobs, a report from the World Economic Forum.
And the pace of change is only going to accelerate. Sixty-five percent of children entering primary school today will ultimately end up working in jobs that don’t yet exist, the report notes.
Our current educational systems are not equipped to cope with this degree of change. For example, roughly half of the subject knowledge acquired during the first year of a four-year technical degree, such as computer science, is outdated by the time students graduate, the report continues.
Skills That Transcend the Job Market
Instead of treating post-secondary education as a jumping-off point for a specific career path, we may see a switch to a shorter school career that focuses more on skills that transcend a constantly shifting job market. Today, some of these skills, such as complex problem solving and critical thinking, are taught mostly in the context of broader disciplines, such as math or the humanities.
Other competencies that will become critically important in the future are currently treated as if they come naturally or over time with maturity or experience. We receive little, if any, formal training, for example, in creativity and innovation, empathy, emotional intelligence, cross-cultural awareness, persuasion, active listening, and acceptance of change. (No wonder the self-help marketplace continues to thrive!)
These skills, which today are heaped together under the dismissive “soft” rubric, are going to harden up to become indispensable. They will become more important, thanks to artificial intelligence and machine learning, which will usher in an era of infinite information, rendering the concept of an expert in most of today’s job disciplines a quaint relic. As our ability to know more than those around us decreases, our need to be able to collaborate well (with both humans and machines) will help define our success in the future.
Individuals and organizations alike will have to learn how to become more flexible and ready to give up set-in-stone ideas about how businesses and careers are supposed to operate. Given the rapid advances in knowledge and attendant skills that the future will bring, we must be willing to say, repeatedly, that whatever we’ve learned to that point doesn’t apply anymore.
Careers will become more like life itself: a series of unpredictable, fluid experiences rather than a tightly scripted narrative. We need to think about the way forward and be more willing to accept change at the individual and organizational levels.
Rethink Employee Training
One way that organizations can help employees manage this shift is by rethinking training. Today, overworked and overwhelmed employees devote just 1% of their workweek to learning, according to a study by consultancy Bersin by Deloitte. Meanwhile, top business leaders such as Bill Gates and Nike founder Phil Knight spend about five hours a week reading, thinking, and experimenting, according to an article in Inc. magazine.
If organizations are to avoid high turnover costs in a world where the need for new skills is shifting constantly, they must give employees more time for learning and make training courses more relevant to the future needs of organizations and individuals, not just to their current needs.
The amount of learning required will vary by role. That’s why at SAP we’re creating learning personas for specific roles in the company and determining how many hours will be required for each. We’re also dividing up training hours into distinct topics:
- Law: 10%. This is training required by law, such as training to prevent sexual harassment in the workplace.
- Company: 20%. Company training includes internal policies and systems.
- Business: 30%. Employees learn skills required for their current roles in their business units.
- Future: 40%. This is internal, external, and employee-driven training to close critical skill gaps for jobs of the future.
In the future, we will always need to learn, grow, read, seek out knowledge and truth, and better ourselves with new skills. With the support of employers and educators, we will transform our hardwired fear of change into excitement for change.
We must be able to say to ourselves, “I’m excited to learn something new that I never thought I could do or that never seemed possible before.” D!
How-To Video Series: Integrate Popular SaaS Applications with TIBCO Cloud Integration
Integrating your SaaS apps is the key to any successful cloud project. The use of cloud applications is only expected to rise, as Gartner predicts it will grow by 20% to $ 46 billion in 2017. So finding an easy, quick, and cost-effective way to integrate your SaaS apps with each other and with the other systems in your organization is crucial.
In this how-to video series, we’ll show you step-by-step how to use TIBCO Cloud Integration to integrate some of today’s most popular marketing and sales SaaS tools. Included in the series are detailed demos of how to connect platforms like Salesforce and Marketo, how to easily create, manage, and deploy APIs within one tool, and how TIBCO Cloud Integration works with hybrid and multi-cloud environments alike. And each video is only about 7 minutes!
Using pre-built connectors, we’ll check out how you can quickly integrate Salesforce and Marketo to move data in and out for more complete contacts, accounts, opportunities, and leads. With the Web Integrator tool and its intuitive visual modelling, we’ll show you how to easily build, model, test, share, and deploy all of your APIs. Fun fact: TIBCO is the only vendor that enables you to do all this with your APIs on one platform, allowing you to set up integrations to any service you choose (whether it’s in the cloud, on-premise, across multiple clouds, or built on a legacy system).
TIBCO Cloud Integration is an intuitive cloud integration solution that makes connecting to SaaS applications simple and efficient. You can learn more and start your free trial, or watch our quick on-demand demo.
“Go Donald!”
Jesse Ventura has decried how stupid Americans are, but without so many dummies, would he even have a career?
Pat Buchanan has been called the precursor to Trump because of their shared white nationalist platforms, but Ventura is more precisely the orange supremacist’s spiritual forefather despite being five years his junior. Like Trump, Ventura crawled from the wreckage of U.S. trash culture, pro wrestling and talk radio, to win a major public office (Minnesota governor) by utilizing off-center media tactics to portray himself as some sort of vague “outlaw truth-teller” while running against the “establishment.” He was an “anti-candidate” who made politics itself and the mainstream media his enemies and the public got swept up in the rebellious facade of it all. His great joy in the process seemed to be that his upset victory, to borrow a phrase from Muhammad Ali, “shocked the world,” as if surprise and entertainment were the goals of politics and not actual good governance.
After a dismal term in office, Ventura bowed out of politics and fashioned some sort of career from Reality TV (just like Trump), peddling asinine conspiracy theories (another thing he shares with Trump) and making appearances on Howard Stern’s radio show (yet one more similarity with Trump.) He did these things in part to make money but also because he’s an exhibitionist in need of a surfeit of attention. Sound familiar?
Now both men seem to have the same boss—an often-shirtless guy named Vladimir—as Trump suspiciously refuses to say a bad word about the adversarial nation that greatly helped his candidacy, and Ventura has decided to marry his egotistical horseshit to anti-Americanism on RT, Putin’s propaganda channel. The checks must be clearing because the fake wrestler announced on the inaugural episode that Russian interference in our election is fake news. “Where’s the proof?” Ventura asks. He’ll no doubt remain in a state of disbelief even should Robert Mueller provide copious documents and recordings. The murderous dictator that employs him will demand it.
· · ·
An excellent Daily Beastreport by Ben Collins, Gideon Resnick, Kevin Poulsen and Spencer Ackerman uncovered another aspect of the Kemlin’s extraordinary influence on the U.S. election, in the form of the Facebook group “Being Patriotic,” which promoted pro-Trump rallies in numerous U.S. cities. The opening:
Suspected Russia propagandists on Facebook tried to organize more than a dozen pro-Trump rallies in Florida during last year’s election, TheDaily Beast has learned.
The demonstrations—at least one of which was promoted online by local pro-Trump activists— brought dozens of supporters together in real life. They appear to be the first case of Russian provocateurs successfully mobilizing Americans over Facebook in direct support of Donald Trump.
The Aug. 20, 2016, events were collectively called “Florida Goes Trump!” and they were billed as a “patriotic state-wide flash mob,” unfolding simultaneously in 17 different cities and towns in the battleground state. It’s difficult to determine how many of those locations actually witnessed any turnout, in part because Facebook’s recent deletion of hundreds of Russian accounts hid much of the evidence. But videos and photos from two of the locations—Fort Lauderdale and Coral Springs—were reposted to a Facebook page run by the local Trump campaign chair, where they remain to this day.
“On August 20, we want to gather patriots on the streets of Floridian towns and cities and march to unite America and support Donald Trump!” read the Facebook event page for the demonstrations. “Our flash mob will occur in several places at the same time; more details about locations will be added later. Go Donald!”
The Florida flash mob was one of at least four pro-Trump or anti-Hillary Clinton demonstrations conceived and organized over a Facebook page called “Being Patriotic,” and a related Twitter account called “march_for_trump.” (The Daily Beast identified the accounts in a software-assisted review of politically themed social-media profiles.)
Being Patriotic had 200,000 followers and the strongest activist bent of any of the suspected Russian Facebook election pages that have so far emerged. Events promoted by the page last year included a July “Down With Hillary!” protest outside Clinton’s New York campaign headquarters, a September 11 pro-Trump demonstration in Manhattan, simultaneous “Miners for Trump” demonstrations in Philadelphia and Pittsburgh in October, and a pro-Trump rally outside Trump Tower last November, after his election victory.•
Managing a Successful Upgrade
Completing a Dynamics 365 upgrade can be a daunting task for an organization, especially if it is the first time. As the Project Manager (PM) overseeing an upgrade, it is important to understand potential unease with the process and be diligent with preparation and communication.
The topics outlined below are basic considerations for a PM who is working to guide an organization through a successful upgrade.
Resources
An important part of any project is ensuring that the appropriate resources are assigned. This is especially true with Dynamics 365 upgrades. Upgrading Dynamics 365 to a new version requires a resource with a technical background, including in-depth knowledge of Dynamics 365 and working knowledge of back-end systems. This person would work closely with the client (if applicable) and the PM to keep the project work moving forward. As PM, you should be aware of the basic skill set required for upgrade work and advocate for assignment of a resource with the appropriate skills.
If you are acting as PM in a consulting role for a client, you will also want to work with the client to ensure they have resources with appropriate technical knowledge assigned and available to assist as-needed with the project work.
Requirements
Dynamics 365 upgrades require access to specific systems. Work cannot be completed until the technical resource has been provided the necessary access (with appropriate security assigned). These requirements should be outlined in advance of the project work starting. Additionally, if you are acting as PM in a consulting role for a client, you should provide these requirements in advance of the first project call. On the project call, these requirements should be discussed in detail. This will allow the project team the opportunity to address questions regarding the requirements as well as necessary next steps that need to be taken to secure the required access.
Communication
Acting as the liaison for the Dynamics 365 upgrade work is the most important responsibility of the PM. This is true regardless of whether you are acting as PM within your organization or if you are acting as PM in a consulting role for a client. Start communication early. Supply the requirements to key project stakeholders and resources as soon as the project team is confirmed. Ensure that the entire project team is on the initial call regarding the Dynamics 365 upgrade and be sure to provide an agenda in advance so each team member can prepare. Send frequent written communication. Be sure to send a follow-up after every call to outline key decision points and next steps. Send and receive updates regarding the status of the upgrade work. Ongoing communication will help ensure all resources are aligned and assist with guiding the project work forward.
Timeline
Prepare a timeline that outlines the key deliverables and who is assigned. Technical resources are valuable and are often in high-demand. Due to this, it is important that each resource is aware of what is expected of them – work to be completed, when it can start, and when it must be complete. This will allow resources to allocate time to implement the work assigned to them, which will assist with keeping to the overall project timeline.
Testing
An upgrade will alter various aspects of the existing functionality in Dynamics 365. Due to this, it is absolutely imperative that end-user testing is completed. This topic should be discussed early in the project and incorporated into the timeline. Testing should be thorough and be completed by various business users.
Best of luck preparing for and guiding your upcoming Dynamics 365 upgrade. PM’s rule!
Happy Dynamics 365’ing!
Navigation Tips in Microsoft Dynamics 365 Mobile Application
The value of a mobile app is being able to use it to find information quickly. Here are a few tips on the set up and navigation of the Microsoft Dynamics 365 Mobile App that your team will appreciate.
First, download the Dynamics 365 for Phones from Playstore.
- Enter the CRM URL. Always enter the URL preceded by a https//. Downloading the customizations would take 2-3 minutes depending on the internet speed.
- Each time you login, the latest customizations are fetched from the server. You will not see a black screen unless any new published customizations have been made available by the server but in case of a first time login, the screen would emerge.
Navigation
The navigation of the Dynamics CRM Mobile App is simple and only those entities will be made visible which have been enabled for mobile. But be aware, they are displayed in alphabetical order and the order can NOT be changed! If you are offline, a red bar emerges across the entity list which tells that your internet connection is lost. This is also the time when you can actually see which entities are offline supported. Each entity that is available offline will have either a green (or red) bar at the side of their icon. With a red bar suggesting that the data might not be synchronized.
There are four items available
- Top Right Corner: List of records
- Search: To do a quick search
- Home: Takes you to the Home screen
- Back: Takes you to the previous screen
Search a record
- Click on the ‘search’ button at the top and enter the text required for search.
Mobile Themes
- Mobile App theme and web client theme would remain in sync.
Home Page Navigation Tip
The Home screen is the place where you can find your pinned records, views and dashboards on the left side of the screen. One helpful hint is that you can pin your frequently visited records or views on the Home screen. For example, pin your ‘Key Account’, which saves you from searching for it again.
Comparison of Dynamics 365 Desktop vs Mobile App
There are times when you will want to compare what you see in the mobile app versus the Desktop version. To simulate the Dynamics 365 app in desktop, use this format in the URL -
https://orgname.crm.dynamics.com/nga/main.htm?org=orgname&server=https://orgname.crm.dynamics.com.
This becomes quite useful as you do not need to open the app and download customizations, although the process will be same.
Layout for Tabs
Dynamics 365 for tablets takes many of the Main form elements and presents them in a way that is optimized for tablets, as shown in the following diagram.
Enabling Tabs for the Mobile App
Tabs can be made available on the phone device, we just need to visit Tab Properties and enable through a checkbox in the Tab properties. Similarly, each field on the form can be made available on Phone.
Relationships
- If an entity relationship is configured to appear in the Navigation area within the form customization, and the entity is enabled for Dynamics 365 for tablets, the entity relationship will appear in the Relationships section.
- The Connections relationship tile is not displayed in Dynamics 365 for tablets.
Configuring Entities and Forms
If you need an entity to be read only on the mobile app, select ‘Read only in mobile’. If you want this entity to be available as an offline feature select ‘Enable for mobile offline’.
The Read Only mode will only allow users to view records of the entity. The settings can be turned on or off per your requirements.
Mobile Forms
- Forms in Dynamics 365 for Phones are based on the development principle of “Design once and deploy across clients.” Entity behavior and business processes in Dynamics 365 for Phones forms function similarly to forms in the web application, but with a flow tailored for a tablet.
- In Microsoft Dynamics 365 (online & on-premises) or later, you can preview how forms look on tablets and phones when you customize them in the web app.
- Forms in Dynamics 365 for phones use the Main form type.
- Entity behavior and business processes in Dynamics 365 for phones forms function similarly to forms in the web application, but with a flow tailored for a phone.
For more on this topic read our post: 10 Techy Tips Your Team Will Want to Know About Dynamics 365 Mobile Application for Phones & Tablets
If you are interested in evaluating Microsoft Dynamics 365 or need support or training for Dynamics 365 Mobile Applications contact us at 877-600-2253 or [email protected]
By Ryan Plourde, Crowe Horwath, a Microsoft Dynamics 365 Gold Partner
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Kleiner Perkins leads $15 million investment in Incorta’s data analytics software
Incorta, which provides software to analyze data in real time, today announced that it has secured an additional $ 15 million in funding. Kleiner Perkins Caufield & Byers led the round, with participation from existing investors GV and Ron Wohl, Oracle’s former executive vice president. This new round of funding comes on the heels of a $ 10 million investment announced last March.
The San Mateo, California-based startup provides an analytics platform that enables real-time aggregation of large, complex sets of business data, such as for enterprise resource planning (ERP), eliminating the need to painstakingly prepare the data for analysis.
“With Incorta, there is no additional need to put data into a traditional data warehouse ahead of time,” wrote Incorta cofounder and CEO Osama Elkady, in an email to VentureBeat. “This reduces the time to build analytic applications from months to days.”
The startup claims that over the past year it has increased revenue more than 300 times and signed new customers, including Shutterfly.
“Incorta customers who used Exadata or Netezza appliances, or data engines like Redshift or Vertica, enjoyed performance gains of 50 to 100 times when they switched to Incorta, even on the most complex requests,” wrote Elkady.
The enterprise offering is licensed as an annual subscription on a per user basis and can be deployed on Google Cloud, Microsoft Azure, and Amazon Web Services (AWS). The startup is in talks with other cloud providers, according to Elkady.
Today’s fresh injection of capital will be used to further product development and increase sales and marketing. “It will also enable us to more quickly realize our vision for a third-party marketplace where vendors and content providers can build and distribute applications powered by Incorta’s platform,” wrote Elkady.
Founded in 2014, Incorta has raised a total of $ 27.5 million to date and currently has 70 employees.