Magic Quadrant For On-Premises Application Integration

Magic Quadrant for On-Premises ApplicationIntegration Suites29 July 2014 ID:G00266699Analyst(s): Jess Thompson, Yefim V. Natis, Massimo Pezzini, Kimihiko Iijima, Fabrizio Biscotti, KeithGuttridgeEVALUATION CRITERIA DEFINITIONSVIEW SUMMARYEnterprises need application integration functionality that supports a variety of integrationpatterns using a spectrum of approaches, from systematic to adaptive. W e examine vendors w ithon-premises products that address the resulting w ide range of integration use cases.Market Definition/DescriptionThis document w as revised on 30 July 2014. The document you are view ing is the correctedversion. For more information, see the Corrections page on gartner.com.Application integration is defined as making independently designed applications w ork together.In 2008, Gartner published a seminal paper (see "Understanding the Three Patterns ofApplication Integration") identifying three integration patterns:Data consistency — The objective of application and data integration is making data acrossall applications consistent. For example, if a customer changes a billing address in a CRMapplication, that changed data is pushed out to other applications (such as accounting,billing and ERP) so those applications can update their databases w ith the new data.Multistep process — This entails orchestrating the execution of a sequence of businessprocess activities, regardless of w hether these activities are performed by softw are(applications or services), humans or intelligent devices, such as a printer or a programmablelogic controller. Comprehensive support for multistep process integration involves supportingmultiple styles of business integration, including system-to-system, collaborative, documentcentric and administrative.Composite application — This creates w hat appears to be a single application, purpose-builtfrom the ground up to address user requirements. W hen examining the deployment of theapplication, users w ill find components, both business logic and data, that are part ofexisting production applications.Initially, these integration patterns w ere applied for internal, application-to-application (A2A)integration and for integrating an organization's applications w ith those of its trading partners —that is, B2B integration. Today, the patterns are applied to a broader array of applicationintegration projects:Synchronizing data in SaaS applications w ith on-premises applications (for example,synchronizing customer data in a cloud-based CRM application w ith customer information inan on-premises ERP system)Extending data in on-premises applications w ith data obtained from operational technologiesand the Internet of Things (IoT) to address a broad range of objectives, from marketing tooperational business intelligenceSupporting the incorporation of cloud services into new compositions — that is, cloud serviceintegrationCreating new compositions using mobile apps and on-premises back-end services thatenable new customer relationships and empow er customers to interact w ith your enterprisein new w ays, thereby creating new opportunitiesSupporting the deployment of multienterprise processes that bring new efficiencies and costsavings upstream in supply chain management (SCM), and dow nstream to w arehousemanagement and third-party logistics activitiesIn 2011, Gartner introduced the concept of Nexus of Forces driven by:Social computing, w hich changed the behavior of customers and employees.Mobile computing, w hich gives organizations new w ays to access applications and data, actas a platform for social computing and provide a new platform for information.Cloud computing, w hich provides new styles of delivery and acts as a platform for socialcomputing, mobile computing and information.Information, often in the form of big data, provides context for social, mobile and cloudcomputing.The interaction of Nexus of Forces w ith one another amplifies the effect of the forces takenAbility to ExecuteProduct/Service: Core goods and servicesoffered by the vendor for the defined m ark et.This includes current product/service capabilities,quality, feature sets, sk ills and so on, whetheroffered natively or through O EMagreem ents/partnerships as defined in them ark et definition and detailed in the subcriteria.Overall Viability: Viability includes an assessm entof the overall organization's financial health, thefinancial and practical success of the businessunit, and the lik elihood that the individualbusiness unit will continue investing in theproduct, will continue offering the product and willadvance the state of the art within theorganization's portfolio of products.Sales Execution/Pricing: The vendor's capabilitiesin all presales activities and the structure thatsupports them . This includes deal m anagem ent,pricing and negotiation, presales support, and theoverall effectiveness of the sales channel.Market Responsiveness/Record: Ability torespond, change direction, be flex ible andachieve com petitive success as opportunitiesdevelop, com petitors act, custom er needs evolveand m ark et dynam ics change. This criterion alsoconsiders the vendor's history of responsiveness.Marketing Execution: The clarity, quality,creativity and efficacy of program s designed todeliver the organization's m essage to influencethe m ark et, prom ote the brand and business,increase awareness of the products, and establisha positive identification with the product/brandand organization in the m inds of buyers. This"m ind share" can be driven by a com bination ofpublicity, prom otional initiatives, thoughtleadership, word of m outh and sales activities.Customer Experience: Relationships, productsand services/program s that enable clients to besuccessful with the products evaluated.Specifically, this includes the ways custom ersreceive technical support or account support. Thiscan also include ancillary tools, custom er supportprogram s (and the quality thereof), availability ofuser groups, service-level agreem ents and so on.Operations: The ability of the organization tom eet its goals and com m itm ents. Factors includethe quality of the organizational structure,including sk ills, ex periences, program s, system sand other vehicles that enable the organization tooperate effectively and efficiently on an ongoingbasis.Completeness of VisionMarket Understanding: Ability of the vendor tounderstand buyers' wants and needs and totranslate those into products and services.Vendors that show the highest degree of visionlisten to and understand buyers' wants andneeds, and can shape or enhance those with theiradded vision.Marketing Strategy: A clear, differentiated set ofm essages consistently com m unicated throughoutthe organization and ex ternalized through thewebsite, advertising, custom er program s andpositioning statem ents.Sales Strategy: The strategy for selling productsthat uses the appropriate network of direct andindirect sales, m ark eting, service, andcom m unication affiliates that ex tend the scopeand depth of m ark et reach, sk ills, ex pertise,technologies, services and the custom er base.Offering (Product) Strategy: The vendor'sconverted by W eb2PDFConvert.com

individually, w hich is w hat makes the Nexus of Forces so impactful to integration.Today, digital business is driven by the interrelation of people, business and things. In 2012, aCEO of a large multinational enterprise stated that the ability to marry real-time customer dataw ith real-time performance data of the company's products is "the Holy Grail in our business."approach to product developm ent and deliverythat em phasizes differentiation, functionality,m ethodology and feature sets as they m ap tocurrent and future requirem ents.Business Model: The soundness and logic of thevendor's underlying business proposition.The challenge is that there w ill be 30 billion devices in the IoT by 2020, according to Gartnerresearch (see "W hat the Board of Directors Needs to Know About Digital Business"). Thesedevices w ill

Magic Quadrant Figure 1. Magic Quadrant for On-Premises Application Integration Suites Source: Gartner (July 2014) Vendor Strengths and Cautions Adeptia Adeptia is not as widely known as the Leaders in this Magic Quadrant. It has been offering application integration technology since 2003, an