Yesterday, I was talking with members of the SAS government team about recent developments, such as the state of their business, acquisitions (here's my take on one of those companies), and success stories. I was very, very happy that they wanted to devote the majority of time on the success stories, since you often get more insight from discussing how customers are using technology than running through the list of new features and functions.
Funny thing, that's exactly the conclusion of our research on thought leadership: If you want to be a thought leader, talk about how you've made people successful. Actually, there are more aspects of thought leadership, but success stories are a good place to start. Not only do they illustrate how a vendor can contribute to a project, but they also identify the types of projects worth pursuing.
SAS is involved in well-established, well-understood government activities, such as preventing fraud in corporate tax collection and social programs. It's also involved in far less established and understood areas, such as nipping new cybersecurity threats in the bud and dealing with recent IT requirements for health care. Not only are governments trying to figure out how to fit technology into their strategies for dealing with these new challenges, they're still figuring out the strategies.
I swore that I was not going to say anything further. I really, really tried, but I'm going to have to throw away the little plastic medal that says, "Two Weeks And No Buzz." Here's a must-read quote that a colleague forwarded to me:
So why exactly did Google Buzz launch with some key social features missing? Jackson said that while Google employees were testing out the product internally, they never had much desire to mute any of their coworkers, and that their email contact list closely matched the people they wanted to follow on Buzz. Obviously, that wasn’t true for most people once the product was released outside of the Googleplex. Which is why Google is considering pre-releasing new Buzz features to a few thousand opt-in users long before they’re rolled out to the public.
The short version: "It worked for us inside the firewall, so we never thought it'd have a problem outside the firewall." Of course, an enterprise collaboration tool is a wholly different kind of solution than a social networking tool, so the requirements for the former do not completely cover the latter.