Cornerstone API Services provide access to Cornerstone’s library of APIs and services, built on the OData framework, as well as documentation, sample entities and tutorials. With Cornerstone Developer, users can leverage Cornerstone’s developer community to learn and access key resources for Cornerstone Edge. So far, so good, but what does this platform include and how can business make use of the service? From the blurbs: Jason Corsello, vice president, corporate development and strategy at Cornerstone explained how the company is going to market as follows: Cornerstone is the only vendor in the general talent management space to have a platform play it dubs Cornerstone Edge. It is nigh on impossible for any one company to own the whole space but if it wants to reach the whole addressable market then a platform play becomes central to that ambition.
Life is complicated in HR and talent management in particular. So maybe that targeted approach is correct after all.Ĭouple in the smart acquisition of Evolv for a straight jump to predictive analytics and the creation of a platform play and you have the ingredients for an important and differentiated play in the HR space.
Like it or not, brand matters and while Cornerstone will claim significant overseas traction - witness the international representation on stage at the event - name recognition matters outside the home country when you're trying to compete with established players like SAP, Oracle and to a limited extent Workday.īut then as if to lend lie to my theory, Louis Vuitton came up to say they do not believe a single HR system can be applied globally while Nestlé talked enthusiastically about their Cornerstone implementation. But I wonder whether this leads to too many competing priorities and a lack of attention to brand. I get that regions and industries behave differently which accounts for the fact that Cornerstone has organized its marketing along regional lines. The one area I question is the lack of CMO. I like that in a CEO but then there's nothing like a bit of stock hammering to drive humility. That may well change following a better than expected Q1, but today Miller is more circumspect and matter of fact rather than hard charging. So when there were a couple of misses last year triggering a reset in the field, analysts hammered the price. He explained that in his view, the company had been 'priced for perfection.' That meant the stock price was fully loaded based upon analyst confidence in the predictions and model. Prior to founding Cornerstone, Miller spent a couple of years touring the world, a great foundation for understanding international issues.īut it was in his explanation for how Cornerstone has gone through something of a rollercoaster ride on Wall Street where I was most taken by his candor. Smaller companies definitely care about performance based compensation. If I’m high volume then I care about sourcing and social sourcing. Observation in healthcare, skills matrices in manufacturing for example. In performance, the way people view performance is based on culture and industry. In places like India, they want the system to determine the amount of comp, in the US, managers have much more discretion. Not so Miller who talked expansively about the different compensation and recruiting models around the world and between industries: As someone who has lived in a number of countries it always amazes me how insular and myopic many C-suite officers are when it comes to a broader market understanding. We had a spirited debate about the merits or otherwise of non-GAAP reporting and the user of stock options (to be continued) but I was most impressed with his grasp of different cultures and markets. Adam Miller, CEO is fluent on this topic as he should be as a former banker.
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