So your writing a business case or trying to justify a crucial or innovative solution that will bring wonders to your/your customers organization. The only problem is it’s going to require money being spent before we get to this wonderful end state. Now I’m sure a number of people have utilized vendor TCO/ROI tools and have been amazed at how the numbers come out by clicking next, next, finish etc.
Well apart from the usual “default” values of 100% benefit on day 1 that they seem to provide they also almost always utilize indirect benefit analysis. Indirect benefit analysis is a way of providing financial numbers for an intangible event. For example: Continue reading
Having worked in the IT channel for about 7 years now I’ve been involved in many aspects both from a technical, service delivery, strategic and sales capacity. I’ve worked with companies such as HP, Fujitsu, Intel, Dell, Softcat, Trustmarque, SCC and a number of other LAR’s, VAR’s, service providers and OEM’s.
The role of IT sales professional seems to be shifting, I’ve seen a great variety in the messaging and people involved in sales cycles. Solutions sold with no clear design, solutions selected based on margin, hardware for solutions that aren’t designed, opinions silenced to save face and all manner of possibly immoral actions taken to secure a deal. Because who care’s once it’s sold? If it doesn’t work the service delivery function will take care of it right?
Ok so I’ve listed out the worst of a very small number of incidents that I have seen that haven’t been great. However as time goes on I seem to see less of this occurring. The “I’m not a techie” or “I’m just the sales guy” approach is something that is being eroded away. As new generations take up positions and as the ever changing world of technology moves forward people are getting more and more educated.
I foresee the demarcation between “sales”, “presales” and “delivery” being removed in the near future. Sales professionals will need to become presales technical consultants and presales techies will need to learn ever more about sales. With this in mind I foresee that the two roles will not exist as they do now, instead in the future (in some organizations I already see this now) we will see a single role both business and technology focused, and perhaps a greater degree of customer value.
So I read a lot of analyst blogs and CIO top priority lists/predictions etc.
Sometimes what I struggle with is the idea that we as humans progress at anywhere near the rate of technological change. To give an example, I was at MS TVP for a partner Server 2012 launch event where we discussing cloud private/hybrid/public and the features, benefits and impacts this could have on our customers. I raised a question “considering how advanced technology used to be and how it is even greater these days, what do we do about the fact that organization IT maturity seems to be lagging so far behind the technology curve?”
Well there was some humming and pondering and a response of “well that’s a good point!” and then we continued to talk about technology features etc. etc.
My point here is that if we look ahead to the 2014 predictions we will see “mobility”, “BYOD”, “security”, “digital”, “SDDC” and all manner of other lovely acronyms and buzzwords. What I’d like to see is some thought about how we get there.
Let’s take this PDF:
On page 3 you will see a diagram that outlines something similar to that of a Maturity model. Here we can see that Gartner say that we are between “IT Industrialization” and “digitalization”. I would argue that we are not quite there yet, true in isolated areas in companies I’m sure we could find pockets where we are there, but as a whole I’ve yet to find a large number of customers who I would place at the “we are here” line. Sure from a high level viewpoint and from an Industry perspective I agree with the concept. What I’m failing to see is how we drag ourselves (and yes I believe it will require some heavy lifting) from today’s buzzwords into a reality whereby we are at a “rationalized” maturity which is capable of moving into this “Digitalization” phase.
I thought I’d jot down a few notes around the good use cases for VDI. I often hear people sell the idea with a reduction in cost as a key driver. It’s true you can use the VDI initiative to reduce the direct total cost of ownership, but in reality the VDI element is not what causes the reduction in TCO. (I am also assuming we are reducing TCO based on a BASIC level maturity orginisation).
So without using reduced TCO as a driver, when would I recommend VDI?
So I’ve been conducting a number of studies recently and a client asked me why in a recent study I hadn’t considered tablet’s as a PC replacement (primary device) when looking at VDI DaaS solution. When the question was posed it was something that I had actually not given a lot of thought, luckily with a brain full of VDI knowledge I worked in in nanoseconds that replacing my thin client with a tablet (non Full windows device)essentially had the same effect (just with now a mobile management effort required as well). Now having had some more time to ponder this in detail I thought I would give some further insight (any tablet donation’s are welcome!)
VDI = Reduced TCO??? Continue reading