IBM and Radical Simplicity? Real Change for Big Blue’s Mid-Market Strategy
Observations form the IBM Influence Summit - Greenwich, CT (Nov 5-6)
Beth Vanni
Can it really be true? More than five IBM executives sharing a common vision of the mid-market opportunity? Everyone’s slides truly aligned on the their view of the market and how they’re investing? Multiple real-life examples of IBM acting in a highly personalized, solutions oriented way with small to mid-size businesses? A common fervor across the business units and geographies for becoming “radically simple” to do business with? I could almost not believe my ears!
Yes, we’ve heard it before as a statement of intent. For years. And, no doubt, IBM has had many initiatives in the past focused on the non-enterprise markets. In fact, at this past Spring’s Leadership Conference in Los Angeles, Rich Hume, then two days in the job as GM of the company’s business partner community, declared his plan to apply significant resources to partner engagement in the mid-market. At the same event, the Lotus Foundations bundle was announced as well. But, as I sat at the IBM Influence Event in Greenwich, Connecticut, two things hit me right between the eyes: IBM has been really listening to customer and partners and they’ve got new fire in the belly about how to succeed in the mid-market and growth markets.
Add comment November 24, 2008
The Good News in Bad Numbers
By Bob Winter
Even for a closet nerd like me, the amount of data we have been fed over the last few months has been overwhelming. The fact that 95% of it is depressing doesn’t help either.
That’s why I was tickled to come across this factoid:
“According to the US Bureau of Labor Statistics, through September the overall economy has lost 760,00 jobs, while the IT sector has added 100,000.”
That data point, plus the 75,397 tech jobs posted on Dice.com this morning, underscores the fact that while other industries are suffering job loss, we have a talent shortage in IT. To validate the IT talent availability situation and to determine the impact it is having on the channel, we made it the focus of our latest Amazon Consulting PartnerG2 Report: “The 2008 North American Talent Shortage Survey - How current and future talent shortages will affect the high technology channel.”
Here’s the problem
One third of the channel partners we surveyed said the talent shortage was having a serious or critical impact on their businesses, with the most noticeable shortages being in professional and technical services. These two job categories show up as having the biggest talent gaps and the biggest negative impact.
Add comment November 3, 2008
Changing Channel Chiefs
By Diane Krakora
Watching Channel executives changing jobs is nothing new. The industry sees about six notable moves a year. However, there seems to be a recent cluster of movement among the ranks of “channel chiefs,” which includes both long time leaders and recent appointees. The shuffling began with Leonard Iventosch leaving NetApp. Then Pat Bernard left Novell after a short year in that position. Then after many distinguished years of service, Nancy Reynolds left Trend Micro for a start up. And, Julie Parrish just announced she is leaving Symantec.
In this economic downturn, recession, or crash, what inspires these channel executive to leave their stable, albeit not cushy jobs, in search for greener pastures? I recently caught up with one notable mover in this cluster, Mike Brunner, who recently vacated his role as VP WW Channels at Wyse for VMware. In our dialog, I was searching for why shift at all, why now, and why choose VMware? Here are the highlights of our conversation.
Q. Why did you leave the VP position at Wyse for a Sr. Director level job at VMware — it seems a risky step in this economy?
A. I was looking for a challenge (include insider chuckle here). All kidding aside, I was concerned Wyse was not being aggressive enough, and we were going into a “prevent defense.” Sometimes that works, but too often you leave yourself very vulnerable to attack. I was intrigued by some of the bold channel moves made in early ‘08 by Steve Houck and his team at VMware, and after confirming my instincts with some trusted joint partners, I decided to make a move.
Q. As you enter the organization with a fresh perspective, what is your perception of VMware’s biggest challenges?
Add comment October 14, 2008
Getting to Know You
By John Wilkinson
Have you seen the commercials? Chemistry.com says that more than a million people have been rejected by eHarmony. Seems a shame, doesn’t it? (And a nice revenue opportunity for Chemistry.com to boot!)
But why were all those nice folks shown the door? I suspect it’s got to have something to do with a pretty rigorous profiling process, which is one of my favorite bugaboos.
Having been in technology channels for more than 20 years now, I’m firmly convinced that having solid, validated and up-to-date partner profiles is the key to any successful recruitment and on-boarding process. I’ve seen too many (well funded) recruitment efforts deliver disappointing results because vendors aren’t focused on specific (but flexible) partner profiles. By specific, I mean profiles that focus on both where a prospect partner does business (their market or industry), as well as how they do that business (their business model attributes). Consequently, nets are cast too wide (or focus on the wrong characteristics), and recruitment campaigns never achieve the anticipated return. All too often, it’s a waste of time and money.
Add comment September 2, 2008
Microsoft’s Evolutionary Forces
By Diane Krakora
At the Microsoft Worldwide Partner Conference, Julie Bennani, VP of Global Partner Programs, identified not only how the partner program was going to evolve over the next several years, but also why it must evolve. Many of the solution providers and even some of the other vendors I talked with at the conference thought Microsoft was the industry channel leader. They have certainly had a good run for the last 5 years.
Bennani explained that Microsoft launched their partner program just 5 short years ago. It certainly seems longer than that to me. (more…)
Add comment August 11, 2008
Partner Segmentation … Critical to do? Or just another “fad” in channel modeling?
Sue Redmore
“Partner Segmentation” seems to be the new buzz word in many high tech circles these days. If companies are not already in the midst of some form of segmentation analysis, they are considering adding it as a critical component of partnering engagements moving forward.
This sort of modeling exercise is not a new concept, so why the renewed interest?
From our vantage point, we think one reason is the evolution of partner business models. Those of us who have been in this industry for many years remember the days of the basic VAR and distributor model. Looking back seems a kinder and simpler time then. Fast forward 10 years and witness the transition to a partnering model based on a wide range of partnering types, options for multiple points of entry into a program, and the growing trend to move from a pure volume based model to one driving the total value of a partner’s skills and expertise based on competencies or specialization.
Add comment August 6, 2008
Evolution not Revolution - Microsoft’s Partnering Strategy
By Diane Krakora
As Alison Watson, Microsoft’s Corporate Vice President, Worldwide Partner Group, laid out the high level next generation partnering strategy at the Microsoft Worldwide Partner Conference (WPC) in Houston, I was impressed with the partnering machine that is the organization that spends billions — that’s with a B — on partnering every year. They certainly turn out a mountain of programs, initiatives and confusion. So, during Watson’s keynote at WPC, I ended up expecting more radical ideas and innovative initiatives and yet wanting less for the sake of simplicity. (more…)
Add comment July 23, 2008
Microsoft…Is 12% Enough?
Add comment July 22, 2008
Where is the Love, Microsoft?
By Diane Krakora
Holding a worldwide partner conference in Houston in July? Are you kidding me? That’s no way to show partners’ the love. I’ve been to 8 partner summits this year and it ends with Houston in July? Where is the love? Cisco’s held their partner summit in Honolulu in April. Now that’s big partner love. Even IBM’s partner business leadership conference in Los Angeles in May is better than Houston in July.
Add comment July 11, 2008
VMware: CEO Transition Concerns
By Diane Krakora
It’s always emotional whenever a leader leaves. Look at Bill Gates recent tearful farewell as a recent example. Or Cal Ripkin leaving baseball. Regardless of why Diane Greene was dismissed from VMware - whether it’s because they missed their sales numbers or she doesn’t have operational experience as the media reports - there is a way to transition leadership. Ripping the CEO out of a public company is not the way. Could they not have provided a 3 or 6 month transition plan? Maybe promote a COO to help with the operational issues? I’m all for ripping the band-aid off - I tend to act quickly once I’ve made a decision. But when leadership changes, it’s a highly emotional time for the many groups touched by the leader and requires a bit of patience.
(more…)
Add comment July 10, 2008
