Recently I attended one of the day-long events in Munich that Google offers as part of its atmosphere on tour road show that visits 24 cities globally in 2012. The event series is aimed at enterprise customers and aims to get them interested in Google’s enterprise solutions, including Google Apps, search, analytics and mapping services, as well as the Chrome Book and Chrome Box devices.
Google Enterprise as a division has been around for some time, but it is only fairly recently that Google started to push the enterprise solutions more actively into the market through marketing initiatives. The cloud-delivery model clearly plays a central role for Google’s enterprise pitch (my colleague Stefan Ried also held a presentation on the potential of cloud computing at the event).
Still, the event itself was a touch light on details and remained pretty high level throughout. Whilst nobody expects Google to communicate a detailed five-year plan, it would have been useful to get more insights into Google’s vision for the enterprise and how it intends to cater to these needs. Thankfully, prior to the official event, Google shared some valuable details of this vision with us. The four main themes that stuck out for us are:
I recently finalized a report* on software asset (SA) based IT services, this time looking at vendors’ best practices in terms of governance, organization, skills, tools, and processes. Needless to say, the move to software asset-based services will have a huge impact on the traditional operating models of IT services firms.
Obviously, IT services firms need to learn from their large software partners to understand and implement specific software asset management processes such as product sales incentive schemes, product management, product engineering, and release management.
This will induce a formidable cultural change within the IT services vendor’s organization, somewhat similar to the change Western IT service providers had to undergo 10 years ago when they finally embraced offshore delivery models.
I see a few critical steps that IT services firms need to take in order to facilitate this shift towards software asset-based business models:
Build a client-relevant SA strategy. Building an SA base offering is not (only) about doing an inventory of the existing intellectual property (IP) that you have on employee hard drives and team servers. More importantly, it’s about making sense of this IP and building strategic offerings that are relevant to your clients by centering them aounrd your clients’ most critical business challenges.
Steve Jobs by Walter Isaacson is a very readable and honest portrayal of one of the most influential personalities in the computer industry from 1980 to the present. Often caustic, abrupt, and driven, Steve Jobs was a man of extreme brilliance who could intuitively understand what makes a great product. His marketing and design shrewdness were without peer. Jobs had his share of failures and more than his share of successes. Apple II, Macintosh, iMac, iPod, iPhone, and all iPad reflect Jobs' ability to orchestrate human capital to create truly innovative products.
A subtext of the book, and not directly called out, however, is Jobs' awareness of the value of intellectual property and the need to secure this. Jobs shows concern for the security of Apple’s intellectual property and goes to great lengths to ensure that security. For example, he imposed strong controls on the design area where the Apple design team works:
“The design studio where Jony Ive reigns, on the ground floor of Two Infinite Loop on the Apple campus, is shielded by tinted windows and a heavy clad, locked door. Just inside is a glass-booth reception desk where two assistants guard access. Even high-level Apple employees are not allowed in without special permission.”
--Isaacson, Walter, Steve Jobs, p. 345, Simon & Schuster, Inc. Kindle Edition.
However, the contribution Jobs makes to information security is an indirect one. This contribution is the recognition that the true value of Apple’s products is in the design. It is not in the physical assets themselves. The idea and its associated intellectual property is the true tangible asset.