Many years ago I found myself talking to venture capitalists about the differences between SaaS, outsourcing, ASPs, MSPs, online applications; etc. Also I noticed that my Stanford students had little understanding of the economics of software, so I developed the idea of seven business models to cover everything in the software business, and remove the buzzwords and replace them with economic models.
In my previous blog post we discussed the first four models, this post will cover Models Five through Seven.
We ended the last blog talking about Model Four being able to provide management of the security, availability, performance and change of the software at nearly 10x less cost.
The question we left with was “how”?
How is it possible to decrease the cost of management without just paying people a fraction of what they made previously?
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Tags: business models, CIO, Cloud Computing, isv, on-premise, open source, outsourcing, SaaS
Many years ago I found myself talking to a venture capitalist about the differences between SaaS, outsourcing, ASPs, MSPs, online applications; etc. Also I noticed that my Stanford students had little understanding of the economics of software, so I developed the idea of seven business models to cover everything in the software business, remove the buzzwords and replace them with economic models.
In my previous post, I talked about the Seven Ways to Move to the Cloud. In the second issue (there’s a lot here), I’ll break this into two separate posts, discussing models one through four here, and models five through seven in the next issue publishing on Monday, March 2.
Note the dollar numbers used throughout are intended to be relatively representative.
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Tags: business models, CIO, Cloud Computing, on-premise, open source, outsourcing, SaaS
When I ask IT executives how happy they are with their external support providers (outsourcers, vendors, etc.) invariably they express deep frustration. They look to these vendors to be real partners – to collaborate effectively and seamlessly, to do their job efficiently and transparently, and to bring real innovation to the table. Instead, they feel like they go into combat every day with these supposed “partners”. And, they say, it’s getting worse. But what has changed?
Over the past several years the number of support providers IT organizations deal with has increased exponentially (one analyst firm estimates a 400% increase over five years). Moreover, the complexity of the relationships is growing – no longer are support transactions limited to just one partner, in many cases incidents bounce between several different partners before they are resolved. Then there is cloud. Cloud makes consumption easy, but hidden behind this “easy on” experience is a highly complex support reality. Cloud services might look like one unified solution when they’re purchased, but in reality cloud services incorporate software, hardware, data centers, and networks from dozens of providers – when something goes wrong, it isn’t easy to even figure out where the problem is – let alone get it fixed.
But the paradigm for managing these relationships has stayed basically the same for decades. At the end of the month vendors provide reports on their own performance. Most IT organizations have teams of people that sift through these reports, consolidate them into spreadsheets, summarize and analyze. This reactive, long lag time model doesn’t support the business need for flexibility and agility.
Cisco believes what IT needs is a “dynamic support network” – whereby IT organizations have real time connections to support providers – all linked back to the system of record IT relies on to manage support. It shouldn’t be sufficient to find out at the end of the month that target SLA’s have been missed – IT needs to know if the SLA on the incident that is open NOW is going to be missed, allowing it to proactively ensure it meets the SLA.
Interestingly, when I talk with external support providers like outsourcers or managed service providers, they have exactly the same requirement. They want to see the incident they are working on from the point of view of the person who originally opened the ticket, not just from when they were brought into the process. They truly do want to partner – and in fact to delight – their customer. They recognize the customer is ultimately the end user, and it is the end users expectation they want to manage to. To accomplish this, they need to be integrated with their customers – their own dynamic network – with real time visibility and transparency into when the incident was raised, the original SLA, what has already happened on that incident, etc.
Cisco ServiceGrid is designed to solve this problem. With a “connect once, connect all” approach, ServiceGrid integrates all participants in the support process to the cloud platform only once, instead of integrating everyone one at a time. It allows companies to collaborate in real time to deliver services to a single customer. All information, data and workflows are shared in an automated way, eliminating manual practices and bottlenecks. From a customer perspective it looks like one company, even if two or more companies are working together to solve a case.
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Tags: Cisco, cloud, dynamic support network, IDC report, outsourcing, ServiceGrid
The August 12 issue of Forbes magazine features Cisco’s investment to fuel job creation and economic development in the Palestinian information and communications technology (ICT) industry.
After visiting Ramallah in 2008, Cisco CEO John Chambers pledged to help develop the ICT sector in the Palestinian Territories.
“We do this because we want to change the world. And we don’t do it on a small scale. It’s nice to help a village, but the key is how do you help a country?” Cisco CEO John Chambers says in Forbes.
In 2008, Cisco began outsourcing projects from its Israeli office to three companies in the Palestine Territories. Those firms have since reported a 65 percent increase in their workforces.
Forbes contributor Richard Behar writes, “Cisco’s efforts created a ripple effect, bringing in other American tech giants, which also use their Israel offices to work across the border. And as U.S. companies got Palestinian companies comfortable with working with entities based in Israel, large Israeli tech companies have been able to establish relationships, too. … HP now outsources some of its research and development to the West Bank. Microsoft Israel has started putting Palestinian engineers in Ramallah on its payroll.”
Indeed, according to a June 2012 report on the Palestinian Investment Commitment by Mission Measurement, Palestinian ICT firms reported a 64 percent increase in international client work from 2009 to 2012.
Cisco ultimately contributed US$15 million to the initiative, including millions of dollars in incubation, venture capital, and equity funding for ICT companies, and a capacity building program for entrepreneurs.
Read the complete Forbes article featuring Cisco’s Palestine Investment Commitment.
In a separate piece, Behar describes Cisco’s Tamkeen.net capacity building program for Palestinian entrepreneurs, which provides training and mentoring for CEOs and managers. Behar attended two of the training sessions “in rooms filled with Palestinian CEOs and mid-level managers being coached by Israeli Jewish tech experts.” Seventy Palestinians from 24 different companies have participated in 100 days of trainings since 2011.
Read about the Tamkeen.net capacity building program in Forbes.
The video below features Tareq Maayah, founder of Ramallah-based Exalt Technologies, one of the three companies that undertook outsourcing work from Cisco.
Tags: capacilty building, Entrepreneur, ICT, outsource, outsourcing, Palestine, Tamkeen
Two weeks ago, we had the pleasure of hosting a TelePresence roundtable for 46 Public Sector CxO-level executives from 20 locations throughout Europe, Middle-East and Africa (see map below). The event was moderated by Jens Mortensen (Director Central Government & Healthcare, Cisco EMEAR) and the main objectives were:
- To present and debate on 3 perspectives of Government Cloud Governance: Policy, Insourcing Model, Outsourcing Model
- To share best practices and alternative governance models with peers in different countries
- To help shape, plan and implement a proven strategy for government cloud
The CTO of a central ICT agency in Europe reported: “I valued the pragmatic approach (presentations from people in the public sector who actually have a service running) and the possibility to ‘network’ with very relevant people for the cloud project [my organization] is working on).”
The CEO of an ICT Provider for Government agencies reported: “I enjoyed the discussion very much. Clearly there are very many different approaches to implementation of domain cloud solutions for both public and private sector needs based on local supply structures and government culture.”
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Tags: CIO, cloud, government, insourcing, outsourcing, policy, Roundtable