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The Forrester Wave: Smart Process
Applications, Q2 2013
by Andrew Bartels and Connie Moore, April 24, 2013
FOR: CIOs
KEY TAKEAWAYS
Smart Process App Vendors Help CIOs Improve Human-Based
Business Processes
Te opportunities to use technology to automate processes through the elimination
of manual work are dwindling. Humans are essential elements in the remaining
business processes and activities. Smart process apps and vendors help make these
people smarter and more efective.
Smart Process Apps Are Evolving From Cases To Projects And
Operations
Te smart process app market is evolving as it grows, shifing from improving case
activities to tackling more complex, multiperson projects and operations. Tis
Forrester Wave evaluation looks at both the current capabilities of vendors to
support cases and their potential to support projects and operations.
Case Strength And Future Project Support Are Differentiators In
Smart Process Apps
Te smart process app vendors in our evaluation ofer good to very good support
for case activities, which matters to CIOs looking for solutions to improve these
activities. But future growth and demand will be for project and operations
solutions, and diferent vendors lead in this strategic dimension.
2013, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available
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FOR CIOS
WHY READ THIS REPORT
Smart process applications are a new and emerging category of applications designed to help CIOs and
their frms improve the efectiveness of their human-centric business activities. But fnding the right
vendor for these applications is a challenge. Most of the leading vendors today provide products for case-
based activities that involve just a handful of people doing relatively structured tasks, yet businesses and
governments will increasingly want products that can support service, project, and operational activities
that involve more people performing more ad hoc activities. To help CIOs fnd the right vendor partners
for improving this full spectrum of human-based processes, Forrester conducted a 15-criteria evaluation
of 12 sofware vendors Appian, Cordys, EMC, IBM, JDA Sofware, Kana Sofware, Kofax, Lexmark,
OpenText, Pegasystems, salesforce.com, and SAP that we consider are the leading vendors today in the
category. Tis emerging product category does not yet have any dominant Leaders among the vendors,
but there are seven vendors that are positioned at the fringes of Leader status by either current ofering or
strategy and another fve vendors who are Strong Performers and Contenders with the potential to move
into a leadership position in the future.
Table Of Contents
Smart Process Apps Are The Future Of
Applications
Smart Process Application Evaluation
Overview
Smart Process Application Key Vendors
Vendor Proles
Supplemental Material
Notes & Resources
Forrester conducted product evaluations
in November and December 2012 and
interviewed 12 vendor companies: Appian,
Cordys, EMC, IBM, JDA Software, Kana
Software, Kofax, Lexmark, OpenText,
Pegasystems, salesforce.com, and SAP.
Related Research Document
Smart Process Applications Fill A Big
Business Gap
August 8, 2012
The Forrester Wave: Smart Process Applications, Q2 2013
The 12 Smart Process App Vendors That Matter Most Today And How They Stack Up
by Andrew Bartels and Connie Moore
with Christopher Mines, Craig Le Clair, Clay Richardson, Derek Miers, and Joanna Clark
2
7
14
17
21
APRIL 24, 2013
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SMART PROCESS APPS ARE THE FUTURE OF APPLICATIONS
Forrester introduced the concept of smart process apps in September 2012.
1
We described them
as a new category of sofware applications that focused on collaborative business activities and
processes, which have largely been lef untouched by earlier generations of applications that focused
on automating transactional processes.
In a transactional process app, the end goal is as little human involvement as possible. Te
ideal is a fully automated process. People may of course initiate the transaction (such as a
purchase) or be a recipient of the results of a transaction system. Tey may also be involved in
handling exceptions, though the goal there is to minimize that over time. Examples would be
applications for core human resource management, eCommerce, sales force automation, invoice
automation and procurement, core fnancial management, and the like.
In a smart process app, people are an inherent and desired part of the process or activity.
Te end goal is to make people more efective and productive participants in a business process,
not to reduce or eliminate their involvement. Tese human-based processes or activities range
from relatively simple cases involving one to three people in handling and resolving a case, to
service delivery situations involving similar numbers of people handling less predictable and
structured service problems, to some or many people working on a project over time, to many
people working on a complex operation in unstructured conditions. Sofware to improve this
range of human-based activities or processes is what we include in smart process apps.
In reality, there is no bright line that divides transactional process apps from smart process apps.
Tats because there is a spectrum of business processes that ranges from those with minimal human
involvement to those with intense human participation. Still, when we arrange various business
processes and their related process applications along that spectrum of little to intense human
involvement, we can draw a reasonable dividing line between these two categories (see Figure 1).
Te spectrum includes:
Straight-through processes at one end. At one end of the spectrum, processes and applications
like order processing or vendor-managed inventory that provide straight-through-processing
will be transactional applications. Processes where the human involvement is limited to actions
like a purchase or receiving fnancial results output like a fnancial management system are also
transactional apps. Transactional apps also include applications where human involvement
is to deal with exceptions that the system could not handle, because a design goal for these
applications is to reduce the number of exceptions that require human involvement.
Collaborative activities at the other. At the other end sit highly collaborative activities like the
operations of frefghters at a fre scene, a medical team responding to a disaster, or teachers and
school administrators preparing a high school class schedule. Applications to support services
delivery or projects would also be collaborative applications.
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A gray area in between, where the boundary line can be fuzzy. Te gray area is for
applications like sales force automation or talent management where people are involved as
both initiators and recipients of information on a case-by-case basis. Sales force automation is a
transactional application, because the human involvement is almost always one person putting
information in (e.g., a salesperson entering the results of a sales call) and one person pulling
information out (e.g., the same salesperson looking to see all interactions with a client in the
past month). Talent management applications have those aspects as well, but they also involve
collaboration between employee and manager to discuss ratings and potential improvements, as
well as collaboration between managers to assess top performers and their career paths. We also
include as smart process apps other applications that focus on handling cases, especially when
the resolution of a case may entail involving more than one person.
Tis spectrum is also important for understanding the future of smart process apps. Te smart
process apps ofered by the vendors in this evaluation are primarily focused on case activity or
service activity: processes that involve a small number of people and generally with relatively
structured and predictable parameters that defne the work to be done. Designing an application for
these mostly tactical activities is straightforward. But it is more complicated to create applications
for the less structured, highly collaborative, and strategically important processes of projects or
operations, i.e., moving to the right on the spectrum. Yet, improving results will increasingly depend
on businesses ability to optimize these highly collaborative, human-based projects and operations,
not just cases or service delivery. So, our evaluation of smart process app vendors will address the
plans and capabilities of these vendors to develop solutions in the future for projects and operations,
not just their current ability to provide case-based or service-based smart process apps today.
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Figure 1 How We Divide Transactional Process Apps From Smart Process Apps
Source: Forrester Research, Inc. 82923
Project
activity
Smart process apps
Straight-
through
process
Input or
output
process
Hand-
of
process
Exception-
handling
process
Service
activity
Case
activity
Operations
activity
Contract
life-cycle
management
Purchasing Core Sales
force
automation
Order
management
Invoice
automation
Payroll
Benefts
Vendor-
managed
inventory
eProcurement
Field service
management
Project
portfolio
management
Fire
services
operations
Customer
service
Marketing
campaign
management
Police
operations
Client
onboarding
Talent
management
Supplier risk
and
performance
management
Claims
processing
Email
response
management
Transactional process apps
None Level of human involvement High
The Key Attributes Of A Smart Process App
In our inaugural report defning and sizing the smart process app market, we identifed fve key
attributes that these applications would need to have in order to support human-based, collaborative
activities (see Figure 2):
1. Imported or embedded awareness data relevant to the business activity. Collaborative
business activity starts with a set of data that provides the trigger or backdrop or framework for
that activity.
2. Document capture, document output, and document management. Many collaborative
processes still start with incoming paper documents, faxes, emails, or mobile messages. Te
information in these documents needs to be converted into electronic data that can be easily
accessed by team members, using an integrated document capture solution for scanning and
indexing incoming paper, managing incoming faxes and electronic messages, and making this
information available to workers. Similarly, the outcome of the collaboration will ofen be some
kind of a document, such as a report, a case fle, a project deliverable, or a services record. So,
smart process apps also need to support document creation and output.
2
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3. Embedded analytical tools designed for the business activity. Te people engaged in a
collaborative business activity will need analytical tools designed for the task at hand. A general
business intelligence (BI) tool that requires them to create the reports or dashboards that they
may want will not be sufcient to help these people work smarter.
4. A collaboration platform for people to create content needed for the activity. Te people
in the activity are meant to do things, not just sit there in analysis paralysis. Tey need to
work together to create a deliverable, whether it is a report, a plan, a problem resolution, a
recommendation for action, or any other kind of work object. Tose people may be employees
in an ofce, but they may equally be employees on the road, contractors or consultants,
customers, suppliers, or other partners. Tey will need to share ideas, submit their own
solutions, critique and comment on the contributions of others, and work and rework the
deliverable that will defne what should be done next.
5. BPM tools for executing the steps involved in the activity. Having identifed and created
through collaboration a solution, a remedy, a call for action, people then need to execute the
steps needed to turn plan into action. Tis is where business process management (BPM)
elements of workfow, rules engines, enterprise application integration, process modeling,
process monitoring, and dynamic case management come into play.
Te crucial factor is that the business process or activity being addressed by an application
determines whether or not an application is a smart process app, not whether the app has these
listed capabilities. Tese capabilities are necessary ones for smart process applications because the
people at the heart of a smart process need these tools to work more intelligently and efectively.
But inclusion of analytics or BPM, for example, does not make an app a smart process app.
Transactional applications increasingly have embedded analytics, which are increasingly making
decisions about what to do in specifc situations automatically and without human intervention.
Similarly, business process management suites play a role in making transactional processes run
smoothly and expediting the handing of exceptions, as well as connecting transactional apps with
each other or with smart process apps (see Figure 3).
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Figure 2 Smart Process Apps Combine Awareness, Analysis, Content, Collaboration, And BPM
Source: Forrester Research, Inc. 82923
Analysis
of targeted inputs
Awareness
of relevant data
and content
Collaboration
to create content
Business
process
management
to manage the
steps of an
activity
Capture and output
of documents and forms
Smart process apps combine two As, one B, and two Cs
Figure 3 BPM Suites Underpin And Bridge Te Gap Between Transactional And Smart Process Apps
Source: Forrester Research, Inc. 82923
Transactional
process apps
Smart
process apps
BPM suites support and connect
both kinds of apps, becoming the
bridge between these
software markets.
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The Smart Process App Vendor Landscape
Because smart process apps are still emerging as a sofware product category, the vendor landscape
is a complex one. Tere are three general categories of vendors ofering smart process apps:
BPM/DCM vendors with packaged smart process apps. Some BPM vendors have not only
evolved their BPM and/or dynamic case management (DCM) platforms to support clients that
want to build custom smart process apps; they have also created and now sell packaged smart
process apps built on their BPM/DCM platform.
Packaged application vendors with a smart process app BPM platform. Tese vendors have
added smart process apps to their historical portfolio of transactional apps, as well as created a
smart process app platform consisting of BPM, analytics, collaboration, document capture and
distribution, and access to relevant awareness data that allows clients to build their own apps.
Packaged application vendors that have focused on smart process apps. Tese vendors have
ofered only packaged applications that are designed for human-based business activities; they
have added BPM, analytics, collaboration, and document capture and production capabilities
to their products to support these applications but do not provide a platform for clients to build
their own apps.
Tis Forrester Wave evaluation includes vendors in all three categories.
SMART PROCESS APPLICATION EVALUATION OVERVIEW
To assess the state of the smart process application market and see how this group of vendors
compares with each other, Forrester evaluated the strengths and weaknesses of 12 leading smart
process app vendors.
Our Evaluation Criteria Balance Vendors Current Abilities Against Potential
Afer examining past research, user need assessments, and vendor and expert interviews, we
developed a comprehensive set of evaluation criteria. We evaluated vendors against 15 criteria,
which we grouped into three high-level buckets.
Current ofering. We evaluated each vendors ability to meet current needs for process applications
using quantitative (how many solutions do they currently ofer for vertical industries and for cross-
industry processes) and qualitative variables, such as the relative strength of its capabilities for the core
functional requirements of a smart process app solution. In addition to covering their capabilities in
the areas of BPM, content capture, content distribution, collaboration, and analytics, we also assessed
their capabilities for supporting mobile users and mobile data and how integrated their platform was.
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Te scales for the quantitative variables were numeric; the scales for the qualitative variables ranged
from better-than-the-others, to good, to needs improvement (see Figure 4):
Packaged solutions for vertical markets. How many smart process apps does the vendor
currently ofer for vertical industries? For a top score, a vendor needed to ofer at the time of the
evaluation 50 or more of these solutions.
Packaged solutions for cross-industry. How many smart process apps does the vendor
currently ofer for cross-industry processes? For a top score, a vendor needed to ofer today
15 or more of these solutions, including most of the 20 existing smart process apps that we
identifed in our earlier report.
3
BPM sofware. How strong are the vendors BPM and dynamic case management capabilities?
Since we have published Forrester Wave evaluations of these product categories in the past
two years, where available we used vendor scores for Current Ofering in these evaluations.
4

If the vendor had not been included in these evaluations or if there had been changes like an
acquisition since the Forrester Wave evaluation, we solicited the opinions of Forrester analysts
responsible for these evaluations as to how that vendors BPM or DCM capabilities would
compare with those in the evaluations based on information that the vendor provided.
Collaboration. How strong are the vendors functions for supporting collaboration between
multiple people inside and outside the organization? In August 2012, we published a Forrester
Wave evaluation of vendors cloud strategies of online collaboration, from which we used
vendor scores for Current Ofering in this evaluation.
5
If the vendor had not been included
in the original evaluation, we solicited the opinions of appropriate Forrester analysts as to
how its collaboration capabilities would compare with those in these evaluations based on
information that the vendor provided. Examples of best-in-class functions include support for
real-time collaboration while completing a task and support for expert location (i.e., automatic
identifcation of an expert for a particular process or process task).
Document capture and management. How strong are the vendors tools for importing physical
or electronic documents and similar structured content that will be needed by the people
involved in the collaborative activity? We published a Forrester Wave evaluation in August 2012
of vendors multichannel capture capabilities, from which we used vendor scores for Current
Ofering in this evaluation.
6
If the vendor had not been included in this evaluation, we solicited
the opinions of responsible Forrester analysts as to how its multichannel capture capabilities
would compare with those in these Forrester Wave evaluations based on information that the
vendor provided.
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Document output for customer communications. How strong are the vendors tools for
document distribution and communication capabilities? We took advantage of a September
2011 Forrester Wave evaluation on document output for customer communications and used
vendor scores for Current Ofering in this evaluation.
7
If the vendor had not been included in
this Forrester Wave evaluation, we solicited the opinions of responsible Forrester analysts as to
how its document distribution and communication capabilities would compare with those in
these evaluations based on information that the vendor provided.
Mobility. How strong are the vendors tools for supporting mobile devices and the deployment
of mobile applications on diferent mobile devices? Te top vendors diferentiate themselves
with the ability to create an app once that can immediately and seamlessly run on a web page
or on any mobile device, with automatic reformatting for the content and workfow to the
screen size, pixels, and other attributes of each device, or support for mobile authoring to create
mobile-specifc controls that can be reused across forms and business processes.
Advanced analytics. How strong are the vendors tools for task-specifc analytics? We took
advantage of a June 2012 Forrester Wave evaluation on self-service business intelligence
platforms and used vendor scores for Current Ofering in this evaluation.
8
If the vendor had not
been included in this Wave, we solicited the opinions of responsible Forrester analysts as to how
its analytics capabilities would compare with those in the evaluation based on information that
the vendor provided.
Integrated platform. Are the smart process apps built on a single integrated platform, or are
customers required to implement and maintain multiple products or components? Does the
solution enable unifed access to smart process apps? Does the platform provide entity modeling
to defne object model for persistent storage of data and relationships, defne application logic,
and connect the entities or business objects to processes and business rules?
Strategy. In assessing strategy, we primarily looked at the plans and capabilities of the vendor to
support more collaborative activities like projects and operations. Because we believe this will be the
area with the biggest growth opportunities in the future, how well a vendor is positioned to capture
these opportunities will play a defning role in its strategic success in the future (see Figure 5).
Planned enhancements. Above and beyond the vendors plans to add features and functions
to its existing products that tend to be case-focused, we looked for evidence of planned
enhancements to support the less structured, larger group activities of projects and operations.
Key technology partners. Many of these highly collaborative project and operation activities
will need to be designed for the strategic business needs and priorities of diferent industries. To
be successful, vendors will need to form partnerships with other services or sofware vendors
with deep knowledge of these industries and that will be able to create the right kind of smart
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process app for each industry. Moreover, solutions may well start with one company developing
a smart process app for its own case, which will turn out to be highly relevant to other
industries in the same industry. So, vendors will also need to form technology partners with
these customers to license IP back from the customer or to support these customers should they
choose to commercialize the product. Accordingly, we looked for evidence that a vendor was
starting to form these kinds of sell-side partnerships with other frms, both with tech vendors
and non-tech end customers.
Cloud computing. We have made cloud computing one of our three criteria for strategy,
because we believe that solutions for complex projects and operations should be SaaS-based to
allow all parties, both employees and external partners, to access the same application when and
as needed. Vendors who are primarily providing SaaS solutions got top scores because they are
best positioned to support these complex project and operational activities. Tose that ofered
primarily single-instance solutions, whether on-premises or hosted, for most applications but
with some selected SaaS-only apps received middle scores. Tose that ofered the products
willy-nilly as single-instance on-premises, single-instance hosted, or multitenant SaaS oferings
received the lowest score because we think they are underestimating the complexity of
maintaining a single code base for all three deployments for applications that should be evolving
rapidly to keep up with the fast pace of change in this market.
Market presence. Tis criterion shows the relative size and scale of the vendor based on its
number of clients and the number of channel partners that it has.
Installed base. Tis criterion provides data on each vendors installed base of customers for smart
process apps and platforms sofware. Te highest score of a 5 goes to vendors with 1,000 or more
clients.
Key channel partners. Tis criterion provides data on each vendors channel partners that support
the sale and implementation of its smart process apps and platforms sofware. Te highest score
of a 5 goes to vendors with 50 or more partners, of which at least 20 have done three or more
implementations in the past 18 months.
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Figure 4 Smart Process Apps Current Ofering Criteria Rate Strengths For Case-Based Processes
Source: Forrester Research, Inc. 82923
Existing vertical
industry apps
Existing horizontal
process apps
Needs work Good Better
Collaboration
Advanced
analytics
Mobility
Business process
management
Document capture
and management
Document and
content output
Integrated platform
Needs work Good
Better
Needs work
Good
Better
Needs work Good Better
Needs work Good Better
Needs work Good Better
Needs work Good Better
1 to 4 apps 5 to 50 apps More than 50 apps
1 to 4 apps 5 to 50 apps More than 15 apps
Score of 1 Score of 3 Score of 5
Figure 5 Smart Process Apps Strategy Criteria Rate Vendor Potential For Projects And Operations
Source: Forrester Research, Inc. 82923
Cloud computing
Future enhancements
Technology partners
Systems
integrators
SIs and some ISVs Customers, ISVs
Any model
On-premises or hosted
single-instance
All/selective SaaS
multitenant
Case-focused
Case-, service-, and
project-focused
Collaboration-focused
Score of 1 Score of 3 Score of 5
Project
activity
Service
activity
Case
activity
Operations
activity
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Why We Included The Vendors We Did
Forrester included 12 vendors in the assessment: Appian, Cordys, EMC, IBM, JDA, Kana, Kofax,
Lexmark, OpenText, Pegasystems, salesforce.com, and SAP. Each of these vendors met our criteria
for inclusion (see Figure 6):
Existing smart process applications as of October 1, 2012. Tese vendors have at least three
vertical or horizontal solutions (e.g., repeatable, packaged applications) that adhere to the
design principles of build for change and design for people and are similar to the applications
identifed in our initial report. Tese applications may be ofered by the vendor or its partners.
All fve elements of smart process applications. Tese core elements are awareness of relevant
data and content, capture and output of document and forms, analysis of targeted inputs,
collaboration to create content, and business process management to manage the steps of an
activity. Tese elements can be core products or obtained through partners.
Signifcant proprietary capabilities. Te vendors we include have at least some of their own
technology (as opposed to a partners) in key areas such as BPM, DCM, collaboration, and
analytics.
Revenues of $50 million or more from existing smart process apps and/or BPM. To make
our assessments manageable, we set a revenue threshold for vendor revenues from either smart
process apps or BPM/DCM platform revenues.
An explicit and articulated focus on creating smart process applications. Smart process
applications are a new concept in the market and one that not all vendors have embraced.
Te vendors we included in our evaluation have all found the smart process app concept to be a
compelling one and welcomed the opportunity to work with Forrester to help defne and shape
this concept.
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Figure 6 Evaluated Vendors: Vendor Information And Selection Criteria
Source: Forrester Research, Inc.
Vendor
Appian
Cordys
EMC
IBM
JDA
Kana
Kofax
Lexmark
OpenText
Pegasystems
salesforce
SAP
Have existing
smart process
apps
Some
Some
Many
Many
Some
Some
Some
Some
Some
Many
Some
Many
Ofer all fve
elements of
smart process
apps
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Own proprietary
technologies
Revenues of
$50 million or
more from smart
process apps
and /or BPM
Focus on smart
process apps
Vendor selection criteria
Existing smart process applications as of October 1, 2012. These vendors have at least three vertical or
horizontal solutions (e.g., repeatable, packaged applications) that adhere to the design principles of build for
change and design for people and are similar to the applications identifed in our initial report. These
applications may be ofered by the vendor or its partners.
All fve elements of smart process applications. These core elements are awareness of relevant data and
content, capture and output of document and forms, analysis of targeted inputs, collaboration to create
content, and business process management to manage the steps of an activity. These elements can be core
products or obtained through partners.
Signifcant proprietary capabilities. The vendors we include have at least some of their own technology (as
opposed to a partners) in key areas such as BPM, DCM, collaboration, and analytics.
Other Vendors In Or Just Outside The Smart Process Apps Market
We consider the vendors we included in this Forrester Wave evaluation to be initial participants in
the market. However, there are three categories of vendors that are poised on the edge of the smart
process app market and will likely become players over the next 12 to 18 months:
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Infor, Microsof, Oracle, and other app vendors have yet to focus on smart process apps.
Tese vendors ofer one or more horizontal or cross-industry applications that fall into the 20
existing smart process apps that we have identifed. Some of them like Oracle also have a BPM
platform. But to date they have shown no interest in defning these as smart process apps. We
expect that these vendors will focus on this market as they come to realize how large and fast-
growing it is. But they will be playing catch up with the vendors in this evaluation that are
already pursuing the opportunities in this market.
Fujitsu, K2, Progress Sofware, Sofware AG, and Tibco Sofware dont yet have apps. Tese
BPM and/or DCM vendors have platforms that can support the creation of custom smart
process apps by clients, but they have yet to create and ofer more than a handful of their
own packaged smart process apps on these platforms. While many will stick to their historic
strengths as platform vendors, others will follow the lead of vendors like Appian, Cordys, and
Pegasystems and add a growing mix of their own packaged apps to their product portfolio.
Intuit Quickbase, CRIF, BabbleWare, Bosch Sofware, Rage Frameworks are new to
market. Tese vendors either provide platforms for smart process apps (Intuit, BabbleWare,
and Rage Frameworks) or ofer vertical industry smart process apps (CRIF and Bosch Sofware
Innovations). Tey were too small or too new to the market to be included in this evaluation,
but they will become more important in the future. A growing number of frms are turning to
Intuits Quickbase, which is already becoming a platform for employees to build collaborative
applications for project tasks.
SMART PROCESS APPLICATION KEY VENDORS
Te evaluation uncovered a market in which (see Figure 7):
Seven vendors are on the edge of leadership. While we identifed several vendors who have
very strong solutions for case-based processes and activities, we found very few examples of
solutions for more complex, multiperson activities like projects and operations or campaigns.
It is telling, we think, that no vendor could point to examples of how it had used its own
products or platform to make its own services arm and consultants more efective in scoping,
sizing, or executing its services projects. Instead, we found vendors that are very strong in their
current ofering for case-based processes but have some strategic challenges, other vendors
that are almost as strong in their current case-focused solutions but are starting to pivot toward
addressing project and operations processes, and other vendors that are weaker in their support
for case-based processes but have strong strategic assets for addressing the more complex
project and operations activities.
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EMC and IBM have strong current oferings but strategy challenges. Tese large vendors have
numerous clients for their cross-industry or their vertical-specifc smart process apps; good or
very good BPM platforms; and strengths in document capture and management and output,
mobility, advanced analytics, and integration. Both are getting ready for the markets evolution
toward project and operational activities EMC with an emphasis on project collaboration; and
IBM on advanced analytics. However, their size and current product strength may present
challenges for them from a strategic perspective. While their product road maps do contain plans
for addressing project- and operations-based collaboration in the future, their near-term plans
focus primarily on enhancing case-based collaboration. Moreover, in their cloud strategies, they
straddle the line between on-premises licensed sofware (which is appropriate for case-based
collaborative activities) and SaaS (best for project and operations activities).
Appian, Kofax, OpenText, and Pegasystems balance good current oferings and strategy.
Appian, Kofax, OpenText, and Pegasystems are smaller than the frst two, so they dont
score as high as the others on these criteria due to having fewer vertical or cross-industry
applications. Still, in most of the qualitative current-ofering criteria, they score as well as the
larger vendors. Moreover, their smaller size also makes them more nimble, especially in their
ability to pivot toward SaaS-based oferings and to form partnerships with other sofware
vendors and customers. Kofax is very strong in multichannel document capture and BPM/
dynamic case management and is starting to embrace SaaS, but it is mostly focused on case-
based collaboration. OpenText currently ofers two separate platforms for diferent types of
smart process apps, both of which integrate its multichannel capture, content management, and
multichannel communication oferings.
Salesforce.com is average in current oferings but has strategic strengths. Salesforce would
probably not be the frst choice of a company looking for a case-focused smart process app. But,
strategically, it is well positioned to address project and operational activities thanks to products
like Chatter Mobile, Salesforce Touch, and Chatterbox, which are pioneering new models for
human collaboration in projects and operations; its Force.com platform, which enables other
sofware vendors to create new apps; and its full commitment to SaaS.
Cordys, Kana, Lexmark, and SAP are just behind the others. Each of these vendors has
some unique strengths, but each is average in several areas or may face some strategic
challenges. Cordys, for example, has a well-integrated platform that is fully SaaS-enabled, has
good partnerships with other sofware vendors and customers, and is competitive in BPM,
collaboration, mobility, and analytics. It is weak, however, in document capture or output and is
just starting to focus on project collaboration. Kana is a Strong Performer for customer-facing
smart process apps with competitive oferings in BPM, collaboration, mobility, and advanced
analytics, but it has a small portfolio of products, is still straddling single-instance versus
SaaS oferings, and has not yet started to focus on projects or operations. Lexmark has a good
portfolio of existing solutions, strengths in BPM and competitive functions elsewhere, but is not
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yet diferentiated in its strategy for evolving beyond cases. SAP has a broad portfolio of cross-
industry apps, an emerging set of vertical industry apps, and very good support for mobility
and advanced analytics, but it has weaknesses in document output and an average strategy for
addressing opportunities in projects and operations.
JDA lacks the current functions of other vendors but has some very good existing apps.
JDAs strengths lie in its sizable and growing portfolio of supply chain management and retail
management applications that support collaborative activities like demand management, price
and promotions management, supply chain planning, and sales and operations management.
However, it lacks the document capture or document output capabilities of most of the other
vendors, and its smart process apps are generally average.
Tis evaluation of the smart process application market is intended to be a starting point only. We
encourage clients to view the detailed vendor evaluations and adapt criteria weightings to ft their
individual needs through the Forrester Wave Excel-based vendor comparison tool.
Figure 7 Forrester Wave: Smart Process Applications, Q2 13
Source: Forrester Research, Inc.
Go online to download
the Forrester Wave tool
for more detailed product
evaluations, feature
comparisons, and
customizable rankings.
Risky
Bets Contenders Leaders
Strong
Performers
Strategy Weak Strong
Current
ofering
Weak
Strong
Market presence
Appian
Cordys
EMC
IBM
JDA Software
Kana Software
Kofax
Lexmark
OpenText
Pegasystems
Salesforce.com
SAP
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Figure 7 Forrester Wave: Smart Process Applications, Q2 13 (Cont.)
Source: Forrester Research, Inc.
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VENDOR PROFILES
Fringe Leaders Strong In Current Offering Are EMC AND IBM
EMC leads in most functional categories of current ofering. We gave EMC top scores for
BPM, document capture and document output, analytics, mobility, and integrated platform
but, along with most other vendors, an average score for collaboration. On its own or through
partners, it ofers a wide range of vertical smart process apps for its target industries of fnancial
services, insurance, healthcare, government, energy, and life sciences. However, its portfolio of
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cross-industry smart process apps puts it in the middle of the pack. EMCs product road map
will improve its collaboration capabilities, and it is pushing into project-based collaboration,
especially in fnancial services. Its cloud strategy still straddles the existing world of on-premises
apps and the future of SaaS in collaboration, and it still has only two or three clients building
and commercializing apps on its platform.
IBM has one of the largest portfolios of both vertical and cross-industry smart process
apps. Either on its own or through partners, IBM covers most of the bases when it comes to
existing smart process apps for either vertical or cross-industry activities. IBM is also strong
in most of the functional areas, including BPM/DCM, mobility, collaboration, and advanced
analytics, with the exception of document output. It has built its smart process apps through
acquisition; although they are integrated through a shared service-oriented architecture (SOA)
platform, they are not as tightly integrated as the suites of competitors that have been built from
the ground up on the same platform. It is one of the few vendors with products that support
operations, in its case, those for governments and law enforcement. It has been working with
non-vendor clients as well as with other sofware vendors to build and commercialize their own
smart process apps on its platform. But its cloud strategy hedges between on-premises for most
apps with SaaS for a minority.
Fringe Leaders, Stronger Strategy: Appian, Kofax, OpenText, Pegasystems, Salesforce
Appian scores in BPM, collaboration, mobility, and SaaS. Appian has been one of the
top vendors in dynamic case management and BPM, and it also scores well in terms of
collaboration and mobility. Its fully integrated platform that is SaaS-based is a strategic strength.
It is average in the number of packaged apps it has for vertical industries and for cross-industry
processes. Document capture, document output, and analytics are average, as is its road map
for planned enhancements and partnerships with other sofware vendors and clients to create
commercial sofware for industry-specifc collaborative activities. Appian is a good choice for
clients in fnancial services, public services, healthcare, insurance, retail, and pharmaceuticals
who want solutions for improving case and service activities and are starting to look at
improving project activities.
Kofax shines in document capture, BPM, and SaaS strategy. Kofax is the top vendor in
multichannel capture according to the Forrester Wave evaluation of this category and also ofers
a leading BPM/DCM platform.
9
It has strong mobile capture capabilities (which can be used
for transactional as well as smart process apps) but is average on other aspects of mobility such
as the ability to create a mobile app once that can then run directly on diferent smartphones
or tablets. It also is average in document output, analytics, and collaboration. Its solutions are
primarily ofered on a SaaS multitenant basis, though they can also be deployed on an on-
premises or hosted single-instance basis. Its product road map is focused on strengthening its
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case-focused solutions. Kofax is a good choice for clients whose human-based processes involve
a high degree of capture of third-party content in order to resolve a business challenge or
operational issue.
OpenText emphasizes the confgurability of its smart process app platform and apps.
OpenText has made smart process apps a major strategic focus. It used acquisitions of DCM
and BPM vendors like Global 360 and Metastorm as complements to its existing strengths
in multichannel capture, content management, and document output, though for now these
acquisitions have lef it with two diferent platforms for diferent types of smart process apps.
It has a large portfolio of cross-industry smart process apps and an average size portfolio of
vertical apps. It has been making investments to improve its collaboration capabilities, though
its mobility and analytics still have room for improvement. It is further developing its smart
process app platform to allow smart process apps designers to choose from building blocks
of collaboration, case and process management, systems integration, content management,
embedded analytics, task management, and other core functionality and confgure the right
app for their needs. Its cloud strategy continues to emphasize hybrid on-premises or SaaS
options, and its partner strategy for attracting sofware vendors and end customers to build and
commercialize apps on its platform is on par with other vendors.
Pegasystems excels in BPM, document output, mobility, analytics, and SaaS strategy.
Pegasystems has consistently scored at or near the top for strength of current oferings in
BPM and dynamic case management. It has created a strong and innovative analytics ofering;
additionally, it has developed a deployment model that is primarily SaaS-based but supports
what Forrester has called collaborative tenancy, that is, sharing single data objects with
multiple tenants based on an auditable trust relationship.
10
Its document capture and document
output capabilities are average, though Pegasystems is strengthening these. It has a sizable
number of packaged solutions, especially in the sell-side space, but needs to broaden its focus
to support back-ofce and internal collaborative process activities. Pegasystems is a good choice
for clients in fnancial services, telecommunications, insurance, healthcare, and life sciences
who are ready for solutions that address not only their case needs, but also their project and
operational activities.
Salesforce leads in SaaS strategy, collaboration, mobility, and enhancement plans. Salesforce
can no longer be pegged as just a CRM vendor. While it remains focused on sell-side business
activities, it is pushing into a broader range of front-ofce activities that cover marketing and
services as well as sales. It lacks the strong BPM capabilities of other vendors, and its document
capture and document output functions are subpar compared with other vendors. But it has
built top-tier collaboration and mobility functions and is doing experimental work in applying
its capabilities to sales projects, marketing projects, marketing campaigns, and services
operations. In addition to being the largest SaaS vendor, it has, like Pegasystems, been pushing
into new models of multitenancy that involve sharing data objects, documents, and process
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steps among multiple parties. And its Force.com PaaS environment makes it easy for a client
to create and deploy a custom or confgured app built on its smart process app platform. Any
client that is looking to improve its project activities should include salesforce.com as a potential
solution provider.
Strong Performers Are Cordys, Kana, Lexmark, And SAP
Cordys uses its BPM SaaS platform to advantage. Cordys was one of the early BPM vendors
to emphasize SaaS, and it built its platform as a SaaS-only version at a time when most BPM
vendors were selling on-premises or single-instance hosting versions. Its BPM/DCM capabilities
are average as a result, and it is weak in document capture and document functions. However,
the decision to emphasize SaaS gives Cordys a strategic advantage as the market for multiparty
project and operations support grows. Cordys has also been a leader in getting end customers to
build commercializable products on its platforms. Cordys is a good choice for clients who want
to build and sell their own smart process apps.
Kana covers customer-facing smart process apps. Kana began as a customer service and
email management vendor, and its strengths continue to be in support for customer sales,
marketing, and service activities. Acquisitions like Lagan (a government CRM vendor), Sword
Ciboodle (a BPM and DCM vendor for customer service), and Overtone (a social media
monitoring sofware vendor) have moved it squarely into the smart process app market. Its
portfolio of smart process apps is still relatively small and concentrated on service and related
activities. Analytics is a strength of Kana, but its other functions are average, which its planned
enhancements will improve. Some Kana apps are ofered on as multitenancy products, but most
are ofered as single-instance products to be deployed on-premises or on a hosted basis. Kana
should be considered by clients who are looking for packaged smart process app solutions for
human-based activities in customer service and related sales and marketing tasks.
Lexmark has assembled a competitive smart process app platform. Trough a series of
acquisitions, Lexmark has transitioned from its roots as a printer vendor into a leading player in
the BPM/DCM sofware market. Building on the resulting top-tier BPM/DCM platform, it now
ofers a good number of both vertical industry and cross-industry smart process apps. Its other
functions of collaboration, document capture, document output, mobility, and analytics are
average, and its product road map focuses on improving these to strengthen its ability to handle
case and service activities. Lexmark is a good choice for clients in healthcare, banking, retail,
government, education, and insurance who want a smart process app platform that will allow
them to improve their case-based activities.
SAP has the existing apps but needs to strengthen its smart process app platform. SAP is one
of the largest application vendors in the world, so it is no surprise that it ofers almost all of the
cross-industry processes that we have identifed and a good number of vertical industry apps.
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With the addition of Hana, it has leading analytical capabilities to go along with very strong
mobility oferings. However, its other functions of BPM (which Forrester has not formally
evaluated), collaboration, and document capture are average, and it is weak in document output
(it relies on partners like OpenText). Tanks to acquisitions of Ariba and SuccessFactors and
a few home-built multitenant applications, it has put a foot into the world of SaaS, but most of
its applications are still ofered only as single-instance hosted or on-premises applications. Its
product road map understandably focuses on strengthening its weak or average functions for
supporting case-based processes, but it has not yet focused on addressing the more complex
projects and operations processes. SAPs smart process app capabilities should certainly be
considered by any client that is already using SAP transactional applications and by non-SAP
clients for its many existing smart process apps.
Contenders
JDA Sofware leads in smart process apps for the supply chain. JDA has become a leading
vendor of supply chain management and retail merchandising and pricing sofware. Because
many of these business activities involve a high degree of human involvement and collaboration,
it has become almost by default a smart process app vendor. Its historic focus has been on
providing fully packaged applications, and it is just starting to build a platform that allows
clients to create their own smart process apps. As a result, its BPM, collaboration, mobility, and
analytics functions are average, and it is weak in document capture or output. Because its clients
have traditionally wanted to control and customize their supply chain or retail apps, it ofers its
products primarily as single-instance on-premises or hosted apps. It is just starting to explore
SaaS products. Still, for clients who are looking for smart process apps for their supply chain or
retail merchandising and pricing activities, JDA is a Contender.
SUPPLEMENTAL MATERIAL
Online Resource
Te online version of Figure 7 is an Excel-based vendor comparison tool that provides detailed
product evaluations and customizable rankings.
Data Sources Used In This Forrester Wave
Forrester used a combination of four data sources to assess the strengths and weaknesses of each
vendor:
Vendor surveys. Forrester surveyed vendors on their capabilities as they relate to the evaluation
criteria. Once we analyzed the completed vendor surveys, we conducted vendor calls where
necessary to gather details of vendor qualifcations.
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Product demos. We asked vendors to conduct demonstrations of their products functionality. We
used fndings from these product demos to validate details of each vendors product capabilities.
Existing Forrester Wave evaluation. Because this Wave evaluated vendor capabilities as
opposed to product feature and functions, we used as inputs the Current Ofering ratings
from Forrester Wave evaluations for vendor products that aligned with the capabilities that we
were evaluating. We also involved the Forrester analysts responsible for these Forrester Wave
evaluations to review our evaluations to make sure they refected current vendor capabilities.
Customer reference surveys. To validate product and vendor qualifcations, Forrester also
conducted online surveys with two or three of each vendors current customers.
The Forrester Wave Methodology
We conduct primary research to develop a list of vendors that meet our criteria to be evaluated
in this market. From that initial pool of vendors, we then narrow our fnal list. We choose these
vendors based on: 1) product ft; 2) customer success; and 3) Forrester client demand. We eliminate
vendors that have limited customer references and products that dont ft the scope of our evaluation.
Afer examining past research, user need assessments, and vendor and expert interviews, we develop
the initial evaluation criteria. To evaluate the vendors and their products against our set of criteria,
we gather details of product qualifcations through a combination of questionnaires, demos, and/
or discussions with client references. We send evaluations to the vendors for their review, and we
adjust the evaluations to provide the most accurate view of vendor oferings and strategies.
We set default weightings to refect our analysis of the needs of large user companies and/or
other scenarios as outlined in the Forrester Wave document and then score the vendors based
on a clearly defned scale. Tese default weightings are intended only as a starting point, and we
encourage readers to adapt the weightings to ft their individual needs through the Excel-based
tool. Te fnal scores generate the graphical depiction of the market based on current ofering,
strategy, and market presence. Forrester intends to update vendor evaluations regularly as product
capabilities and vendor strategies evolve.
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ENDNOTES
1
We published our report defning and sizing the smart process application market in August 2012. See the
August 8, 2012, Smart Process Applications Fill A Big Business Gap report.
2
For more information on document creation and output, see the February 23, 2010, Taming Invoice
Processing: Still Work To Do report and see the April 27, 2009, Best Practices: Customer Onboarding
report.
3
Te 22 existing smart process apps that we identifed in our earlier report were the following: contract
life-cycle management, services procurement, spend analysis, supplier risk and performance management,
revenue and pricing management, feld service management, enterprise marketing management, customer
service and support management, social media platforms, governance, risk and compliance, recruitment
management, employee performance management, learning management systems, advanced inventory
optimization, advanced supply chain planning and scheduling, demand forecasting and planning, sales
and operations planning, supply chain event management, supply chain intelligence, closed loop life-cycle
management, budgeting and planning, and project portfolio management.
4
Forrester published a Forrester Wave evaluation on BPM. See the August 26, 2010, The Forrester Wave:
Business Process Management Suites, Q3 2010 report. It also published a more recent evaluation on
dynamic case management. See the January 31, 2011, The Forrester Wave: Dynamic Case Management,
Q1 2011 report. Because of the age of these evaluations, we consulted closely with the responsible analysts
to assess current capabilities compared with those at the time of the original assessment to make sure
assessments were up to date.
5
Forresters most recent evaluation of collaboration was published in 2012. See the August 16, 2012, The
Forrester Wave: Cloud Strategies Of Online Collaboration Software Vendors, Q3 2012 report. For an
earlier evaluation, see the August 5, 2011, The Forrester Wave: Mobile Collaboration, Q3 2011 report.
6
For the most recently published evaluation on multichannel capture, see the August 12, 2012, The
Forrester Wave: Multichannel Capture, Q3 2012 report.
7
For our evaluation of document output for customer communications management, see the September 14,
2011, The Forrester Wave: Document Output For Customer Communications Management, Q3 2011
report.
8
For our evaluation of self-service business intelligence platforms, see the June 12, 2012, The Forrester
Wave: Self-Service Business Intelligence Platforms, Q2 2012 report.
9
For our evaluation of multichannel capture, see the August 15, 2012, The Forrester Wave: Multichannel
Capture, Q3 2012 report.
10
Forrester introduced the concept of collaborative tenancy in our report on new models for business
networks. See the October 18, 2012, Business Networks Will Push The Cloud Beyond IT report.
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