Posts Tagged ‘IBM’

Tuesday’s Tip: Dealing With Pesky Software Licensing Audits

Organizations Report Increase In Software Licensing Audits

Across the board, the largest complaints about software vendors and their business practices have come from increasingly aggressive software auditing practices.  Once thought to be a small possibility, the software vendors now wield this big stick to drive up sales and of course ensure compliance.  Given the 32 percentage gain since Q1 2008 in the percentage of respondents faced with a software audits, procurement managers, CIOs, and CEOs have paid attention (see Figure 1).   Even the recent Gartner report from star analyst Jane Disbrow et al. shows that 61% of their customers have been audited by at least one software vendor.

Figure 1.  Software Vendors Ramp Up Software Audits

Software Licensing Audits Masquerade As Sales Tactics In Disguise

Is this shocking?  Should customers be concerned?    Given the relatively strong compliance rates in the high 80′s, customers should be livid that vendors are willing to jeopardize a relationship to shake down for cash (see Figure 2.).  Here are some key reasons for the audit:

  • Check for compliance
  • Identify installed base competitors
  • Drive incremental license sales
  • Prospect for up-sell/cross-sell

After speaking with 13 major software vendors, most admitted that software audit served two purposes.  The first – keep customers in compliance.  The second – shaking the bushes for new deals during the recession.

Figure 2.  Most Organizations Were In Compliance Post Software Audit

More…

Monday’s Musings: Thoughts On How Indian Infotech Companies Can Lead Instead Of Follow

Disruptive Technologies Remain Top Of Mind Among Business Technology Leaders

It’s always a privilege and a pleasure to reach out to clients and prospects around the world.  For those tracking my location, I’ve been in London, San Francisco, and Mumbai over the past 9 days.  The conversations have ranged from social business and enterprise 2.0 tools while speaking at the Tibco tibbr launch; to CRM and social CRM strategies while keynoting at the Microsoft Dynamics CRM 2011 San Francisco launch event.  Despite the range of topics, a few themes keep emerging among buyers:

  • Can you help me figure out what’s hype and what’s real among the disruptive technologies?
  • What technologies will support my new business models?
  • How do I pay for all this “stuff” if I want to go forward?

The good news – pent up demand signals new interest to spend among business technology leaders.  In fact, I’ve spoken with at least a dozen companies investing more into <gasp>… ERP!  The bad news – technology is moving so fast that many organizations can’t keep up with what’s new.  Most organizations can barely keep the lights on.   On my way to Mumbai, the conversations among buyers shared similar themes with one exception – the rise of India in global tech.

Conversations On The Way To Nasscom Focus On India And Its Role In The Global Tech Economy

Now, as many of you know, the trip to India takes almost 24 hours from San Francisco.  By the tenth hour, you and your fellow passengers have watched every movie you can see, poorly slept, eaten 2 meals, and more than happy to strike an intellectual conversation.  For me, trips to India, Brazil, China, and the UAE always provide good data points on disruptive and emerging technology adoption in fast growing economies.   This trip proved no differently.  Surrounded by techies, from the IT and bio tech world, we dove into heated discussions ranging from India’s place in the global tech economy; to inspiring innovation in Indian companies; to China vs India; to the future of outsourcing.

All in all, these conversations reflected the top of mind items in the tech community and mirrored many of the Nasscom agenda items.   Among the NRI’s, a lot of attention discussed the rebalancing of power from the United States to India and China in the tech community.  Among us outsiders, we expressed a respect and recognition for how much India has accomplished.  In fact, most infotech firms have made a shift from provider to catalyst (see Figure 1).  A few market leaders such as Infosys, HCL, TCS, and Wipro remained within striking distance of achieving advisor status in some industries.  Western firms such as Accenture, IBM, and Deloitte seek to move from advisor to innovator status.

Figure 1. Software Insider Stages Of Service Firm Maturity

More…

Press Release: Industry Analyst Pioneer Adrian Bowles Adds Sustainability Coverage For Constellation Research

Westport, Connecticut – January 18, 2011
12:00 PM (GMT -5:00) Eastern Standard Time

Constellation Research Inc, a next generation research analyst and advisory firm helping clients navigate emerging and disruptive technologies, announced today that Adrian Bowles has joined as a Vice-President & Principal Analyst.  Bowles will focus on technologies and practices that support sustainable business growth.

Adrian brings decades of both practitioner and industry analyst experience.  Previously, he directed the Governance, Risk Management & Compliance Roundtable for the Object Management Group, founded the IT Compliance Institute and Atelier Research, and held executive R&D management positions at Giga Information Group, New Science Associates, and Yourdon, Inc.  Bowles has also held academic appointments in business and computer science at Boston College, NYU, Drexel University and SUNY-Binghamton.  He began his career with research and application development roles at IBM and GTE Laboratories.  Adrian is also the founder and President of Sustainable Insights Group (SIG411).

Adrian will expand Constellation’s coverage to include:

  • Pragmatic models of enterprise energy and carbon management
  • Corporate social responsibility (CSR)
  • Governance, risk, and compliance (GRC)
  • Sustainability best practices
  • Clean technologies

More…

Research Report: Constellation’s Research Outlook For 2011

Organizations Seek Measurable Results In Disruptive Tech, Next Gen Business, And Legacy Optimization Projects For 2011

Credits: Hugh MacLeod

Enterprise leaders seek pragmatic, creative, and disruptive solutions that achieve both profitability and market differentiation.  Cutting through the hype and buzz of the latest consumer tech innovations and disruptive technologies, Constellation Research expects business value to reemerge as the common operating principle that resonates among leading marketing, technology, operations, human resource, and finance executives.  As a result, Constellation expects organizations to face three main challenges: (see Figure 1.):

  • Navigating disruptive technologies. Innovative leaders must quickly assess which disruptive technologies show promise for their organizations.  The link back to business strategy will drive what to adopt, when to adopt, why to adopt, and how to adopt.  Expect leading organizations to reinvest in research budgets and internal processes that inform, disseminate, and prepare their organizations for an increasing pace in technology adoption.
  • Designing next generation business models. Disruptive technologies on their own will not provide the market leading advantages required for success. Leaders must identify where these technologies can create differentiation through new business models, grow new profit pools via new experiences, and deliver market efficiencies that save money and time.  Organizations will also have to learn how to fail fast, and move on to the next set of emerging ideas.
  • Funding innovation through legacy optimization. Leaders can expect budgets to remain from flat to incremental growth in 2011. As a result, much of the disruptive technology and next generation business models must be funded through optimizing existing investments. Leaders not only must reduce the cost of existing investments, but also, leverage existing infrastructure to achieve the greatest amount of business value.

More…

News Analysis: Oracle and IBM Partner On Java

Collaboration Puts Java In A Safe Place

On October 11th, 2010, both Oracle and IBM announced an alliance to collaborate on the future development of Java.  A quick assessment shows that:

  • Oracle and IBM intend to drive Java innovations. Oracle initiated a call to IBM to discuss collaboration efforts around Java.  As a result, Oracle and IBM intend to allow developers and customers to build and innovate based on Java investments and the OpenJDK reference implementation.  Both tech giants agreed to reiterate their commitment to the Java Community Process (JCP) as the official standards body.   The scope of the alliance includes the OpenJDK project, the open source implementation of the Java Platform, Standard Edition (Java SE) specification, the Java Language, the Java Development Kit (JDK), and Java Runtime Environment (JRE).

    Point of View (POV):
    As fierce competitors and close partners, the largest research and development investors in Java have agreed to jointly collaborate and develop Java SE.  Both Oracle’s “Red Stack” and IBM’s “Blue Stack”depend on Java for success.  The result – Java developers and customers gain stability and confidence that the future of Java remains secure.  Rivals can expect an Oracle IBM alliance to drive innovations in web apps, cloud standards, and mobile innovations.

The Bottom Line:  Java Now Back On Equal Competitive Footing With .NET

Oracle’s acquisition of Sun left many Java watchers uncertain about the future of Java.  In some ways, today’s olive branch announcement is akin to “Mideast Peace” and allows the Java ecosystem to thrive and compete head on with Microsoft’s .NET ecosystem.  With the Java and .NET wars moving into the cloud, mobile, and appliance market, today’s announcement shows common sense and logic remains paramount among even the fiercest of rivals.  In addition, the alliance takes IBM out of the Apache Harmony efforts with Google, which could result in either a Java fork for Android or Android on Open JDK.

Your POV.

Does this announcement surprise you?  Did you expect Oracle and IBM to collaborate?  Are you breathing a sigh of relief on the collaboration?  You can post or send on to rwang0 at gmail dot com or r at softwareinsider dot org and we’ll keep your anonymity.

How can we assist?

Buyers, do you need help with your apps strategy and vendor management strategy?  Trying to figure out how to infuse innovation into your tech strategy? Ready to put the expertise of over 1000 software contract negotiations to work?  Give us a call!

Please let us know if you need help with your next gen apps strategy efforts.  Here’s how we can help:

  • Providing contract negotiations and software licensing support
  • Evaluating SaaS/Cloud options
  • Assessing apps strategies (e.g. single instance, two-tier ERP, upgrade, custom dev, packaged deployments”
  • Designing innovation into end to end processes and systems
  • Comparing SaaS/Cloud integration strategies
  • Assisting with legacy ERP migration
  • Engaging in an SCRM strategy
  • Planning upgrades and migration
  • Performing vendor selection

Reprints

Reprints can be purchased through the Software Insider brand.  To request official reprints in PDF format, please contact r@softwareinsider.org.

Disclosure

Although we work closely with many mega software vendors, we want you to trust us.  Both IBM and Oracle are clients of Insider Associates, LLC. For the full disclosure policy please refer here.

Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

News Analysis: New HP Leadership Indicates Interest In Enterprise Software

Two Seasoned Software Veterans Join Hewlett-Packard

On September 30th, 2010, Hewlett-Packard (HP) announced two significant changes in its leadership structure.  Former SAP CEO Léo Apotheker was named as CEO; and Kleiner Perkins partner and former Oracle COO, Ray Lane was named as non-executive Chairman.  These two appointments signal a seriousness to shake things up for the better at HP because:

  • Cloud computing and consolidation forces hardware companies such as HP to seek higher margins. Most hardware vendors face single digit margins in their core business.  To bolster margins, many vendors acquired system integration and BPO firms.  For example, HP purchased EDS and Dell acquired Perot Systems.  The next logical step requires the hardware vendors to get into software (see Figure 1).  Software margins hover from 10% to 50% depending on the market.  Expect a hardware vendor such as Cisco, Dell, or HP to acquire a cloud based company such as Salesforce.com or Rackspace to move into the software business.  HP should go on the SaaS/Cloud offensive if they want to deliver rapid innovation to customers and break the cycle of dependence on packaged apps vendors such as Oracle and SAP.  HP can challenge Oracle through a complete cloud stack of SaaS, Paas, DaaS, and IaaS by investing in white spaces in the solution road map with verticals and other pivot points that have not been well served.  In addition, expect forms of SaaS BPO to emerge as clients seek best of breed SaaS and hybrid deployments.
  • Oracle’s acquisition of Sun follows the 1970′s IBM playbook and HP will compete with Oracle in the long run. Oracle’s going after the “golden age of computing”.  The impact — the tech industry reverts back to the beginning of a 40 year innovation cycle.  For example, mainframe time sharing manifests as SaaS/Cloud.  AS/400 and integrated computing evolves into appliances or cloud in a box.  Oracle’s strategy takes silicon to software and signals a need to deliver turnkey verticalized, integrated offerings.  Should HP continue to just serve in the commoditized infrastructure market, Oracle will beat HP in joint accounts for thought leadership and mind share.  Oracle’s going after the high end server market and the verticalized appliances market.  HP must have something to offer business leaders other than faster, better, cheaper boxes.  Software solutions are admission to the party.  HP could and should partner more closely with SAP in the short term to double up and battle Oracle.

Research Report: The Upcoming Battle For The Largest Share Of The Tech Budget (Part 2) – Cloud Computing

Welcome to a part 2 of a multi-part series on The Software Insider Tech Ecosystem Model.  Part 2 describes how the cloud fits into the model.  Subsequent posts will apply the model to these leading vendors:

      The aggregation of these posts will result into a research report available for reprint rights.

      Cloud Computing Represents The “New” Delivery Model For Internet Based IT Services

      Technology veterans often observe that new mega trends emerge every decade.  The market has evolved from mainframes (1970′s); to mini computers (1980′s); to client server (1990′s); to internet based (2000′s); and now to cloud computing (2010′s).  Many of the cloud computing trends do take users back to the mainframe days of time sharing (i.e. multi-tenancy) and service bureaus (i.e cloud based BPO). What’s changed since 1970?  Quite plenty — users gain better usability, connectivity improves with the internet, storage continue to plummet, and performance increases in processing capability.

      Cloud delivery models share a stack approach similar to traditional delivery.  At the core, both deployment options share four types of properties (see Figure 1):

      1. Consumption – how users consume the apps and business processes
      2. Creation – what’s required to build apps and business processes
      3. Orchestration – how parts are integrated or pulled from an app server
      4. Infrastructure – where the core guts such as servers, storage, and networks reside

      As the über category, Cloud Computing manifests in the four distinct layers of:

      • Business Services and Software-as-a-Service (SaaS) – The traditional apps layer in the cloud includes software as a service apps, business services, and business processes on the server side.
      • Development-as-a-Service (DaaS) – Development tools take shape in the cloud as shared community tools, web based dev tools, and mashup based services.
      • Platform-as-a-Service (PaaS) – Middleware manifests in the cloud with app platforms, database, integration, and process orchestration.
      • Infrastructure-as-a-Service (IaaS) – The physical world goes virtual with servers, networks, storage, and systems management in the cloud.

      Figure 1. Traditional Delivery Compared To Cloud Delivery


      More…