Author Archives: Barry Wilderman

About Barry Wilderman

Barry Wilderman has over 30 years of experience as an industry analyst, researcher and consultant. He is a highly regarded public speaker, and has spoken at numerous business events around the world. I am pleased to offer a set of value-driven improvement services to buyers and vendors of Enterprise Performance Management (EPM) solutions: For buyers of EPM solutions: EPM solutions are crucial to meet the needs of the Corporate Finance and Corporate Strategy departments. Therefore, there must be a successful collaboration between IT and top corporate executives to select, implement and support EPM software. We help make sure you get it right. For vendors of EPM solutions: This is one of the most visible application areas – what an audience to sell to! We are here to help ensure you are truly delivering value (both product and services) – and marketing your competitive advantage. Barry’s approach to research and consulting has been shaped by a number of critical job experiences: At META Group, Barry managed a team of enterprise application analysts focused on issues of selecting software, selecting the best consulting firm(s), implementation strategy and success factors beyond the go-live date. This work spanned numerous industries and horizontal disciplines. His clients were both enterprise vendors and companies implementing enterprise software. At Lawson Software, Barry was able to apply a great deal of the META research in the practical world of an enterprise vendor. He coordinated a series of studies around Lawson’s Business Intelligence and financial solutions. He also managed a team of value consultants who helped companies model their pain points and translate those pain points into quantifiable benefits. Early in Barry’s career, he worked at McKinsey and Company, where he managed an analytic services group, working on delivering value in client engagements. Barry also worked for Information Builders, where he helped shape its approach to third party application delivery and artificial intelligence. Barry holds a BS from City College of New York and MS Degrees from Brown University and New York University. :

A Strategic Turnaround at Tollpost – “Seeing is Achieving”

A good deal of our work is focused on the core of Enterprise Performance Management (EPM), and the relationships among budgeting, forecasting and strategy. However, in the case of a major strategic turnaround at Tollpost*, as we will see below, … Continue reading

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Maybe they call it “strategy execution” for a reason

It appears that strategy formulation works well, yet still 70% of all strategies fail. The fault, dear Brutus, must be in strategy execution. Let’s look at some of the reasons: Strategic Goals: Some key questions. What are the key goals that … Continue reading

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Budgeting and Forecasting – Best Practices

I suppose there are as many jokes about budgeting as there are about mothers-in-law. Many people dread the budget cycle as a necessary evil to be endured. But, it doesn’t need to be this way. Indeed, to many companies, budgets … Continue reading

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“Performance with Passion”

Tagetik, an Enterprise Performance Management (EPM – budgeting, forecasting, compliance, etc.) software vendor, recently announced its new marketing position around the phrase “Performance with Passion”. Of course, as an EPM vendor, this provides two meanings to the term “Performance”. Nonetheless, … Continue reading

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Business Applications and Analytics

I have been thinking a lot lately about business processes, core business objects, data and information. As we at Constellation Research Inc. explore a series of research themes around critical business issues, I wanted to attempt an approach that brings … Continue reading

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What does it mean to be an industry analyst?

  When I first joined META Group, it took me a while to understand what it meant to be an industry analyst. Now returning to Constellation Research Group in 2011, with 10 years of META experience behind me, I find … Continue reading

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Selecting Strategy Management Software and Services – The Project View

The customer has a clear requirement to be successful at  the two major components of strategy management: strategy formulation and strategy execution. The software vendor must demonstrate how its  software can be deployed for effective strategic management. Moreover, the  software vendor … Continue reading

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Strategy Maps and Balanced Scorecards

In truth, the science of Strategy Management has been  highly influenced by Kaplan and Norton, first with the invention of Balanced Scorecards in 1992, and later with a companion invention of Strategy Maps in 2004.  Almost all strategy management and … Continue reading

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Corporate Strategy – Strategic Planning, Goals, Strategies and Initiatives

In our last post, we talked about Mission, Values and Vision. In particular, we mentioned that a well-constructed Vision statement began to describe the future direction for the Corporation. In this post, we will continue to define the next set … Continue reading

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Corporate Strategy – Mission, Values, Vision

In our last post, we talked about the high failure rate of strategic planning projects, and discussed how strategy management software firms could improve the success rate. To improve the strategy outcomes, companies need to understand the underlying terminology, and … Continue reading

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