On Sunday I will be participating in IBM’s Middle East and North Africa CIO Conference 2010, where I will present my research on Smart Cities. I’m looking forward to speaking with practitioners from the region to hear about their experiences in making their cities, organizations, and businesses more efficient through innovative technology-based initiatives. My presentation is entitled “Taking Lessons from Smart Cities,” because the real smarts lie in how these “cities” – whatever form they take – have overcome obstacles from budget battles to stakeholder standoffs.
One aspect of those smarts lies in the business models that have enabled smart cities. With talk of municipal bankruptcy and public sector debt, it is not surprising that public sector IT decision-makers are not all that optimistic about their industry outlook. In Forrester’s Forrsights Budgets And Priorities Tracker Survey, Q2 2010, only 26% of public sector IT decision-makers considered their industry outlook to be good, while 70% – the vast majority – expected a bad year. The public sector came in next to last among other industry verticals.
That same survey, however, also revealed expectations of IT spending increases in the public sector: 37% of public sector IT decision-makers expected IT budgets to grow by at least 5%; 11% expected increases of more than 10%. Some of that spending is creatively financed.
Several new business models have emerged to enable technology investment.
There has been a lot of press about IBM’s acquisition of BNT (Blade Network Technologies) focusing on the economics and market share of BNT as a competitor to Cisco and HP’s ProCurve/3Com franchise. But at its heart the acquisition is more about defending and expanding a position in the emerging converged server, networking, and storage infrastructure segment than it is about raw switch port market share. It is also a powerful vindication of the proposition that infrastructure convergence is driving major realignment in the vendor industry.
Starting with HP’s success with its c-Class blade servers and Virtual Connect technology, and escalating with Cisco’s entrance into the server market, IBM continued its investment in its Virtual Fabric and Open Fabric Manager technology, heavily leveraging BNT’s switch platforms. At some point it became clear that BNT was a critical element of IBM’s convergence strategy, with IBM’s plans now heavily dependent on a vendor with whom they had an excellent, but non-exclusive relationship, and one whose acquisition by another player could severely compromise their product plans. Hence the acquisition. Now that it owns BNT, IBM can capitalize on its excellent edge network technology for further development of its converged infrastructure strategy without hesitation about further leveraging BNT’s technology.
I recently spent a day with IBM’s x86 team, primarily to get back up to speed on their entire x86 product line, and partially to realign my views of them after spending almost five years as a direct competitor. All in all, time well spent, with some key takeaways:
IBM has fixed some major structural problems with the entire x86 program and it perception in the company – As recently as two years ago, it appeared to the outside world that IBM was not really serious about x86 servers. Between licensing its low-end server designs to Lenovo (although IBM continued to sell its own versions) and an apparent retreat to the upper-end of the segment, it appeared that IBM was not serious about x86 severs. New management, new alignment with sales, and a higher internal profile for x86 seems to have moved the division back into IBM’s mainstream.
Increased investment – It looks like IBM significantly ramped up investments in x86 products about three years ago. The result has been a relatively steady flow of new products into the marketplace, some of which, such as the HS22 blade, significantly reversed deficits versus equivalent HP products. Others followed in high-end servers, virtualization and systems management, and increased velocity of innovation in low-end systems.
Established leadership in new niches such as dense modular server deployments – IBM’s iDataplex, while representing a small footprint in terms of their total volume, gave them immediate visibility as an innovator in the rapidly growing niche for hyper scale dense deployments. Along the way, IBM has also apparently become the leader in GPU deployments as well, another low-volume but high-visibility niche.
CityOne, IBM's new Smarter City Simulation game, is interesting. But who will really play?
IBM introduced a new Smarter City Simulation game yesterday. I took a few minutes to play around with it. I love the idea. It is SimCity meets Smarter City, and together they make CityOne. Players are presented with challenges faced by decision-makers in Retail, Banking, Energy and Water industries within a city. They start with a budget for each industry. And, for each challenge, they are provided with a list of recommended actions and must choose among them. Each action has a cost and associated benefits. Some are more “right” than others, earning bonus credits and increasing customer satisfaction and other key performance indicators, as well as earning special awards. A player likely knows not to pick the "Ignore the problem" option. Yet, when in doubt you can also query a consultant for additional advice.
My sense was that the “right” answers seemed pretty obvious. However, that said, I certainly didn’t get a high score. And, when I got to the end of my ten turns, I was feeling pretty overwhelmed by the issues across these industries.
Everyone’s using the term “sustainability.” And, I’ll admit I’m a little jaded. But, given that it’s around to stay for a while, let’s take a look at the term. What are the primary objectives of “sustainability” initiatives? Are they “green” – with an eye toward protecting the environment by reducing the effects of climate change? Are they economic – cost cutting, increasing efficiency? “Sustain” seems static, maintain the current state. But some are thinking about “sustainability” as a means of generating growth. A few weeks ago, I started an interesting discussion about “operational sustainability” with Rich Lechner, IBM Vice President for Energy and Environment. (I say started because it actually continued this week, and will likely continue further.)
“Sustain to grow” may seem like an oxymoron, but it’s not. First let’s think about efficiency. What does it mean to be more efficient? Efficiency to me is the goal to “do more with less” – improving the ratio of output to input. So you cut and improve productivity ratios that way. But what if you’ve cut as much as you can, and you still want to do more, to improve those ratios? How can you grow within the limits of the resources you have? Sustain resources, increase productivity or capacity – in whatever terms or measures of capacity you use. This translates into the objective behind “operational sustainability.” How do you improve operations or processes in order to improve outcomes, within the limits of available resources?
Historically, the positioning of Dell versus its two major competitors for high-value enterprise business, particularly where it involved complex services and the ability to deliver deeply integrated infrastructure and management stacks, has been as sort of an also ran. Competitors looked at Dell as a price spoiler and a channel for standard storage and networking offerings from its partners, not as a potential threat to the high-ground of being able to deliver complex integrated infrastructure solutions.
This comforting image of Dell as being a glorified box pusher appears to be coming to an end. When my colleague Andrew Reichman recently wrote about Dell’s attempted acquisition of 3Par, it made me take another look at Dell’s recent pattern of investments and the series of announcements they have made around delivering integrated infrastructure with a message and solution offering that looks like it is aimed squarely at HP and IBM's Virtual Fabric.
To paraphrase Charles Dickens, Q2 2010 seemed like the best of times or the worst of times for the big software vendors. For Microsoft, it was the best of times; for IBM, it was (comparatively) the worst of times; and for SAP it was in between. IBM on June 19, 2010, reported total revenue growth of just 2% in the fiscal quarter ending June 30, 2010, with its software unit also reporting 2% growth (6%, excluding the revenues of its divested product lifecycle management group from Q2 2009). Those growth rates were down from 5% growth for IBM overall in Q1 2010, and 11% for the software group. In comparison, Microsoft on June 22, 2010, reported 22% growth in its revenues, with Windows revenues up 44%, Server and Tools revenues up 14%, and Microsoft Business Division (Office and Dynamics) up 15%. And SAP on June 27, 2010, posted 12% growth in its revenues in euros, 5% growth on a constant currency basis, and 5% growth when its revenues were converted into dollars.
What do these divergent results for revenue growth say about the state of the enterprise software market?
So what does this mean for CIOs and IT, the custodians of enterprise technology architecture?
It is clear Jive wants to play with the big boys in the enterprise software space. To date, many Jive deployments have not involved IT. This ability to deploy its technology without IT’s involvement has no doubt helped Jive to this point. Of course, having market-leading functionality hasn't hurt. (Jive has featured highly in recent Forrester Wave reports).
At the recent Enterprise 2.0 conference in Boston, I sat down with Jive’s new CEO, Tony Zingale, to explore the company strategy. From our discussion, it was apparent that Jive intends to compete for a big slice of the enterprise collaboration marketplace. Fundamentally, this is the right direction for Jive, but I foresee some big challenges for the company along the way.
There has been a lot of negative press and commentary regarding the recent Queensland Health Implementation of Continuity Project (SAP HR and Payroll), which recently experienced a very public failure as many employees were not paid due to multiple points of failure in the project. The recent Auditor-General's Report on the process is damning, spreading the blame across multiple agencies and the systems integration partner, IBM. I make no claims to be familiar with the intricate details of the process, but I have read the report and feel I have a clear understanding of the (many!) points of failure.
While this project did seem to be a monumental failure, I would suggest that we consider two important facts:
It's a funny thing, I was sitting in my office on Monday trying to decide what to blog about next, and as if on cue we had very exciting news yesterday in the Web Analytics business. IBM announced its agreement to acquire Coremetrics. So ended the deliberations on blog topics.
You can read the official press release from IBM here and the Coremetrics blog post here. The deal is subject to standard regulatory approvals in the US and Europe prior to closing. IBM has substantial experience in M&A, acquiring 90 companies since 1999 (source: Wikipedia), therefore I would expect that this deal will proceed with a high degree of precision to a successful conclusion. It is also interesting to note that this is not IBM's first go at Web Analytics, which ended in 2006 when they divested Surfaid to Coremetrics...so in as sense we're going full circle with this transaction.
I benefit from fortuitous scheduling, as I had already planned to have dinner last night with John Squire, Chief Strategy Officer at Coremetrics. Timing, as they say, is everything. (By the way, if you are ever in the mood for an excellent pastrami sandwich and/or Belgian beer - on tap no less - I highly recommend Refuge in San Carlos, California)
Coremetrics will operate as a unit of IBM's application and integration middleware division, which is a common approach by IBM as shown by previous acquisitions such as ILOG. New business sales will shift over to IBM's core sales groups, but account management will remain within the Coremetrics team in an effort to make the transition seamless for current clients.