NET, Ruby, and web UI programming frameworks such jQuery and Prototype.
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Although now things have changed, data-savvy authors, who want to build analytic apps, have a large number of simple, and in many cases free, toolsets to choose from: visualization libraries such as D3 to full application development toolsets such as. When it came to this type of agility, Qlik was unique and unmatched. This type of critical thinking led Qlik to the realization that what people want from discovery-led BI is changing as the availability and mix of analytic technology skills develops.Īlthough loved by users, the main QlikView value proposition was really based on its ability to speed up developers' work, giving people the ability to build useful BI apps when needed by business decision-makers. To do so takes courage because it means taking a hard look at the company's established products and having a frank understanding of the external situation that defines how any new product might be used. The best way to minimize the chance of one appearing on the horizon is to become a competitor yourself.
No organization can forestall the arrival of a black swan. The third and arguably most important reason to build Qlik Sense was the knowledge that if Qlik didn't disrupt itself, a new competitor might. These competitive changes meant that Qlik could not be complacent about its product strengths. Further, Qlik now also has its own group of fast-follower competitors firms that focus on one area of the functionality offered by QlikView, often data visualization, and offer compelling capabilities in this narrow area alone. "Good enough" is very dangerous because mega vendors are willing to give "good enough" away for free.
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The software titans are reworking their BI efforts to emulate Qlik's value proposition and might soon offer a "good enough" simulacrum at a low price point. Given the success of discovery-led BI, look-alike QlikView mimics are multiplying. The second reason to build Qlik Sense is increased competition. This is massively compelling to people who need to quickly ask and answer questions based on data in order to learn and make decisions, and proved very compelling to people jaded with the way things had been done before. Discovery-led BI is about giving people the power to interact with and explore data in a much more valuable way than the older, reporting-led BI incumbency could. QlikView's intuitive visual user interface, patented associative data handling-running entirely in memory-and its capability to draw data together from disparate sources changed the landscape. QlikView's speed, usability, and relevance challenged the standard approach that was dominated by IT-deployed data reporting products, which are slow performing, hard to use, and built around models that struggle to keep up with the pace of modern business needs.
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This origin led to an approach completely different from BI at the time, one in which all associated data points are linked automatically, enabling discoveries to be made through free exploration of data.Īs it became more widely used and deployed, it was evident that what QlikView was being used for was a new type of BI. The goal was to visualize the logical relations between the parts, materials, machines, and products. Rather, its initial task was to help its first customer understand which of a number of individual parts and manufacturing materials were used across the range of the complex machines it manufactured, and which parts were not associated with particular items (a critical point we'll explore in Chapter 2, What is Data Discovery? and revisit throughout this book). Surprisingly though, when it launched in 1994, what became QlikView was not consciously targeted at the BI software market. To differentiate QlikView from the established BI products, Qlik began to call the new disruptive approach Business Discovery, later adopting data discovery as this term gained industry-wide adoption.
The disruptive technology Qlik developed was called QlikView ®. The BI world was being fundamentally disrupted, challenged by the new approach pioneered by Qlik (then called QlikTech). In fact, by 2007, a revolution was already well underway. The conventional wisdom was that BI would effectively cease to exist as a standalone market, subsumed into larger stacks of technology. Oracle bought Hyperion, SAP bought Business Objects, and IBM bought Cognos. In 2007, the business intelligence ( BI) software market changed forever. In the world of technology, there's a lot of talk about creating new products that disrupt existing markets, but very few organizations can say they've done it for real.
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