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By submitting my Email address I confirm that I have read and accepted the Terms of Use and Since he founded the company in 1983 on the back of a software contract with Citibank, Trefler has seen Pegasystems grow to a $500m a year business. From specialist to mainstream Pegasystems specialises in software – a niche software application that is rapidly turning mainstream. The company may not have the high public profile of suppliers such as Microsoft or Oracle, but it numbers some of the world’s biggest companies among its clients. They include JP Morgan, insurance group ING, Lloyds Banking Group, Cisco, Philips, Everything Everywhere, and Bank of America. Download lagu kasih ku ingin engkau bersamaku.
These organisations use for applications as diverse as automating business rules in call centres, managing health insurance claims or, in the case of Heathrow airport, to manage the fuelling, maintenance and restocking of aircraft. Competitors Pegasystems' nearest competitors include IBM, Appian and Software AG. And in it competes with Salesforce.com, Oracle, SAP and Microsoft. The Rolls-Royce of BPM software The company’s core PegaRULES Process Commander (PRPC) software is very much seen as a Rolls-Royce solution for BPM – with a Rolls-Royce price tag. 'Pega is super-sophisticated,” says, an analyst at MWD Advisors. “And it's brilliant if you need to do those incredibly big, multi-year, complicated transformations.” Lloyds Banking Group, for example, claims to have – after using Pega to automate some of its banking transactions. And Cisco is using the technology to that will help it respond more quickly to opportunities in developing countries.
One of Pega’s selling points is that once the software is up and running, businesses can design new applications and change or update business rules very quickly – a concept Pega calls “build for change”. Why Pega is not for everyone But it is not for everyone. Organisations need to have the right skills, scale and maturity to really benefit from Pega’s sophisticated BPM and analytics capabilities.
Implementing Pega should be seen as business change project, rather than a technology change project, says KC Wu, vice-president of information technology at Cisco. “It really should be driven by the business – technology enables the business strategy, so [if you are] just implementing the technology, you will not get the benefit,” she says.
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Users of Pega talk about implementing projects the Pega way, which is all about, bringing all the relevant people together in one room to capture ideas, and developing prototypes quickly. Organisations need to have the right skills, scale and maturity to really benefit from Pega’s sophisticated BPM and analytics capabilities Agility difficult for large companies But adapting to this way of working is not always easy for large companies, which may be used to a more structured approach to managing big transformational projects.
ING, for example, took three attempts and spent $20m before succeeding with its roll-out of one Pega project. It had been relying on big firms of consultants who were not used to working in the Pega way. Ward-Dutton says he has heard similar stories from companies which have used some of the big firms of consultants to help with their Pega deployments. “The big consultants' business model is all about getting lots of bodies on a project for as long as possible. The challenge with BPM is that it does not require quite as many bodies for quite as long a time,” he says. For his part, Trefler advises business to take the time to understand how Pega works, rather than trusting consultants blindly with the technology.
“The customer has to be steering the car,” he says. “The customer needs to say, 'I am willing to have you do the work, but I need to have visibility into how you are going about it'.” Targeting the Fortune 500 companies Pega owes much of its success to its relentless targeting of the world’s top 500 companies. There is a rich seam to mine here, says. Once a multinational has deployed Pega in one application, it opens up multiple opportunities elsewhere throughout the company. “Pega has the luxury of being able to focus on big companies, with reserves of cash, that need everything,” he says. Targeting these multinational companies made sense, not just from a financial point of view, but from a technology point of view, Trefler argues.