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Tom Siebel for President

Tom Siebel for President

Tom-Siebel-for-President

Source: Flickr

The 2016 elections may be a ways off, but at least one prominent American would like to see Siebel Systems founder Tom Siebel run for President. That American is celebrity political activist Ralph Nader. Nader is himself a five-time candidate for President, consumer advocate, and author. Nader has put forward the names of 20 Americans, including Tom Siebel, who he says could make a successful run for President and “break up the two party duopoly.”

His list has attracted attention since Nader is to mainstream politics what Burning Man is to picnics.  He was born during the depression to hardworking Christian immigrants from Lebanon. Arabic was the language spoken in the home and Nader can still speak it today. Although his father worked for a time in a textile mill, Nader is a Gilbert School, Princeton and Harvard Law School graduate.   

He first come into public prominence in 1965, when he wrote the book Unsafe at Any Speed. The first chapter “The Sporty Corvair - The One-Car Accident" interweaves a speech made on safety by GM President John F. Gordon with the description of an accident where a Corvair driver loses her arm.  After publication, GM tried to discredit Nader by hiring private detectives to investigate his past, wiretap his phones, and engage prostitutes to tempt him into a compromising situations. Nader successfully sued GM over these tactics eventually settling with the company for $425,000.

Unsafe at Any Speed helped ensure the passage of the 1966 National Traffic and Motor Vehicle Safety Act which mandated safety features such as safety belts and stronger windshields be added to automobiles. In 1966 there were 50,894 highway fatalities in the United States. In 2013, despite a three-fold increase in the number of registered vehicles there were only 42,643 fatalities.  In 1999, a New York University panel ranked Unsafe at Any Speed among the most influential 100 works of journalism of the 20th century.

Nader’s campaigns for President have been more quixotic. His best showing was in 2000 when he was the Green Party Candidate and received 2,882,955 votes – almost 3% - and was accused by some Democrats of resulting in the election of George Bush.

Yet according to a recent Gallup poll, six in 10 Americans believe a third major political party is needed - the highest level of support for another option since the polling firm began tracking disillusionment with Republicans and Democrats. What all the people on Nader’s list have in abundance are two resources in generally short supply – time and money. Perhaps one of them could be convinced to part with much of both to make a run for President.

My personal opinion is that Tom Siebel is unlikely to run. For one thing he is still recovering his health from the unfortunately accident he had in Africa when an Elephant stepped on his leg. He is also busy building up his new business C3 Energy. But the very idea he might be asked is inspiring to anyone in this business because it shows how far a career in CRM can theoretically take you. 

Tech Optimization Chief Executive Officer Chief Information Officer

What’s in a Story? 50 Tips to Bring Sense to the Static

What’s in a Story? 50 Tips to Bring Sense to the Static

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Storytelling is hard work. It’s intricate, nuanced and can be expensive. But we crave it, know it and hold good storytelling and storytellers close to our hearts. After all, we all have books that we’d fight for.

But in this world of digital media, simple tools for content creation, video production, worldwide publishing and distribution, we are confronted by so much fog. Static. Unimaginative or unengaging material. There are words but fewer stories that we can get our teeth into.

When I was a child, I would voraciously read short history project books. They were text books for children much older than I, but they set out a world that was familiar but strangely different. I read about Blaxland, Lawson and Wentworth as they explored the Blue Mountains outside of Sydney. I read about Leichhardt and the heartbreak of Bourke and Wills. I read about bushrangers and the fear they spread through the isolated parts of New South Wales and Victoria. And on long car trips, I would look out the very same landscape that these people lived in. We would visit the towns that they passed through, and stood in the places that they too, had stood.

Australian history is, after all, a shallow pool. And there are echoes at every turn.

The amazing thing about these stories, is that they have stayed with me always. They resonated deep inside me. And these days, with all the static filling our digital communications, we need to remember and re-craft the type of story that goes deeper. For ourselves and for our audiences. And this great collection of insight from Adam Westbrookwas collected by Martin Couzins – and may just provide us all with a direction worth following.

Moon child Micha? Koralewski via Compfight

 

Marketing Transformation Innovation & Product-led Growth Chief Marketing Officer

Secret 3: The Social Engagement Rankings of the Top 15 Cosmetic Brands

Secret 3: The Social Engagement Rankings of the Top 15 Cosmetic Brands

Secret #3: Winning Brands Know What’s Working & What’s Not

 

What’s the point of creating and posting content?

It should be to drive business results. Content is what creates engagement and engagement is what drives business results. Here’s typical marketing metrics brands use to drive business results:

Increase positive sentiment

Increase share of voice

Increase awareness, interest, consideration, intent

Increase lead conversions rates and sales

Loyalty, Brand Advocacy and Referrals

 

So if you want to get a return on your investment for your digital and social media initiatives you need a way to measure your engagement results. That way you can hit your business objectives and goals as well as get buy-in from executives stakeholders for budgets. But if engagement is low, then the business results are going to be lower. So it’s important to know what else can hinder high engagement capabilities.

 

Why aren’t typical social media listening & monitoring tools aren’t enough to help you drive higher engagement?

If you are using social media listening and moni­toring tools that are keyword based, i.e., post- 2009 you are missing data that provides your social media engagement ranking compared to your cosmetic industry competitors.

 

Why should your customers’ interests drive your engagement strategy?

The only thing that can tell you how your brand ranks compared to your competitors is interest graph data. Interest graph data looks at what is important to your customers. Without it brands and their agencies are essentially creating con­tent without knowing:

What appeals to their target audience?

What makes a great post and,

How they stack-up against their competitors?

 

How does interest graph data work?

It is like one big, highly accurate, ongoing focus group. It measures the collective cosmetic indus­try audience’s interests and their interactions. This type of information is key because it’s based on the context of cosmetic consumer’s collective actions with content that is interesting to them, i.e., their “interest graph.”

Stay tuned as I delve more into secret #3!

Dr. Natalie’s Executive Success Acceleration Firm™
Executive Business Strategy Advisor & Social Customer Experience Industry Authority & Consultant

The Doctor Knows Social Media ROI & Our Business Strategies Rx Get Results!
Our Motto? Be Awesome by: Learning, Sharing & Growing!

What we do: We work with companies to deliver increased revenue and decreased costs:

  • Executive Leadership Guidance on Strategy and Business Use of Social Media
  • Social Media / Business Benchmark Assessments – Tell you what you got/ what you might consider
  • Social Media ROI – set-up measurement capabilities and dashboards
  • Workshops on Business Strategy: Customer Experience, PR, Marketing, Customer Service & Internal Employee Advocacy
  • Instructor MEMES Summer Institutes at UCLA Anderson & UCLA Extension
  • Customer Experience / Social Customer Service Excellence Benchmarking Assessments & Advisory
  • Software Company Visualized-ROI, Persona-based Solution Selling w/ Targeted USP & Messaging / ebooks, White Papers, Webinars…
  • Social Media Training, Organizational Change, Motivation and Goal Setting

My book: Like My Stuff: How To Monetize Your Facebook Fans

Follow Me Here:
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I’m Getting Engaged! The results of my CMO engagement study

I’m Getting Engaged! The results of my CMO engagement study

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I know, I know.

I said I would never do it again.

They said it could never happen.

But, at the end of the day you knew it had to happen.  Right?

I mean, no matter how hard I fought it, how bad I wanted not to – I have to do it.

I have to enter the battle for the definition of “engagement”.

What did you think I was talking about? 

You see, that’s the problem.

If you know me, follow me on Twitter or somewhere else or heard me talking the past few years you know I am just wrapping up my second divorce – (which makes me single – hello ladies ;-) – and therefore getting engaged to get married would not be outside of the question.

You might’ve been surprised to read about that in a business blog, but not the first time it’s been done.

But I am not talking about that engagement, just like you are not talking about that when you are talking about engagement with your clients.

How do I know?

Because you don’t know what engagement means. And I have the data to prove it.

I did a study last year, April through June, where I interviewed 45 CMOs from different countries and industries.  The goal was to find out what they thought about engagement, what they thought it meant, and how they had to react to it to make sure their organizations were prepared and addressed the issue.

What were the findings? Like I said above, there was not a lot of agreement as to what engagement meant, how it was defined and what they needed to do about it.

I wrote one of my traditional long, but awesome, reports about it (thanks to my friends at ThunderHead who sponsored it) and I am now ready to share the information with you.

Two ways to get this information:

1) If you are not patient – go here to download the report now (there is also a consumer report on engagement you will get, another great read to get a two-sided perspective)

2) Sign up for the webinar.  I am doing a webinar on 04/16 (April 16th for people who grew up in Argentina or live anywhere but in the USA).

The webinar will give you access to all the information on the report (see some tidbits below) and will give you a better explanation of the model of engagement we are proposing (see chart below).

engagement 3.0

 

Some of the most interesting findings from this report:

  • Engagement is not an action or a single exchange with a customer, it is a function that happens over time.  It is not the same, not related directly to, as Customer Experience, Customer Interaction, Customer Relationship or any of the terms we use today (but I said this before).
  • You cannot engage a customer in a single interaction anymore than meeting someone for the first date signifies you are engaged to get married (or I’d be in trouble after this past year… but ask me sometime about my wonderful experiences dating at the tender age of 46)
  • Engagement can only be measured as a function of value given and value received (value exchange) as it accumulates over time (which is the same as saying that there is no metric for engagement – another fuzzy metric… yay!)
  • Trust, and how to create and maintain it, is the biggest barrier to engagement.  Nearly three quarters of the interviews surfaced a lack of understanding of trust as a key issue for brands – and engagement cannot happen without trust!

There are many more fascinating tidbits about engagement, a formula that will let you understand engagement further, and a great discussion and synthesis of the conversations I had.

Go ahead, sign up for the webinar and come hear me (and my very cute argentinian accent) present the report (you will get a copy of both reports at the end: consumer and CMO interviews), or simply go and download the report now if you are impatient.

Either way, we are starting the conversation that matters for the next two decades: what is engagement?

I am getting engaged into this conversation — what did you think I was talking about?

Marketing Transformation Innovation & Product-led Growth Next-Generation Customer Experience Tech Optimization Future of Work Data to Decisions New C-Suite Digital Safety, Privacy & Cybersecurity B2C CX Chief Marketing Officer Chief Customer Officer Chief People Officer Chief Human Resources Officer

My Top 10 Tweets From February 2014

My Top 10 Tweets From February 2014

Below are my top 10 tweets from Feb 2014 based on combined number of replies, favourites and retweets. I weighted each of those three actions equally.

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News Analysis: FinancialForce.com ERP Arrives To Signal The Era Of Best Of Breed Cloud Suites

News Analysis: FinancialForce.com ERP Arrives To Signal The Era Of Best Of Breed Cloud Suites

FinancialForce Debuts Its Full ERP Suite

On Februrary 19th, San Francisco headquartered, FinancialForce.com announced the launch of its full suite of ERP offerings built on the Salesforce1 platform.  Backed by investments from UNIT4 and Salesforce.com, the cloud based vendor began as a single ledger financial management system built on the Salesforce.com Force.com platform.  The announcement and product launch shows how FinancialForce:

  • Delivers a full ERP suite on the Salesforce1 platform. The platform brings together a series of organic products and recent acquisitions in HR, supply chain, and project management (see Figure 1).  The December 2010 acquisition of Appirio's professional services automation assets form the Professional Services Automation offering.  The 2013 acquisitions of Vana Workforce and Less Software brought the human capital management (HCM) and supply chain management (SCM) capabilities.

    Point of View (POV): The management team at FinacialForce.com was smart to bring in acquisitions built on the original Force.com platform.  Post merger integration was greatly simplified as the products shared a common architectural base.  More importantly, the acquired solutions were easily upgraded to the Salesforce1 platform to create an end to end ERP cloud based ERP suite.  Customers gain the full advantages of the Salesforce 1 platform and integration with the core Salesforce CRM offerings.
  • Demonstrates focus on long term growth and viability .  FinancialForce.com showed 80% year over year growth in revenue run-rate compared to 2012.  Headcount grew 62% year over year with over 260 global employees.  Furthermore, customers represent a global base with 27 countries and users in 45 countries.

    (POV): Cloud has gone mainstream and customers now expect their cloud companies to demonstrate viability.  The mergers and acquisitions required to build a full cloud ERP suite signal a maturity by FinancialForce.com and the market.  Early customers of the full suite provide positive references on both the synergies of the ERP offering and the flexibility of the Salesforce1 platform for extensibility.

Figure 1. FinancialForce.com Launches A Full Integrated ERP Suite

The Bottom Line: Cloud Apps Consolidate As Customer Interest Increases

As cloud adoption continues to accelerate, customers must battle a host of challenges with best of breed point solutions in the market. As with the on-premises applications world, the need for master data, common integration points, business process harmonization, upgrade compatibility, and identity still remain as challenges in the cloud world.  Integrated best of breed cloud suites have an inherent advantage over point solutions.  Hence, further consolidation will occur as customers expect a seamless experience.  In FinancialForce.com case, the integration at the platform level provides as seamless integration to Salesforce as possible in the market.  This recent development now puts FinancialForce.com in similar short list with Acumatica, Epicor, Microsoft Dynamics, and NetSuite for end to end cloud suites for the two-tier and mid-market.  Based on hundreds of conversations with buyers, expect the next stage of cloud mergers and acquisitions to focus on analytics solutions as current offerings only provide simple reporting.

Your POV:

 

Are you looking at ERP and CRM replacement? Do you need specialized requirements for your industry?  How are you doing this today? Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) com.

Please let us know if you need help with vendor selection efforts.  Here’s how we can assist:

  • Vendor selection
  • Implementation partner selection
  • Connecting with other pioneers
  • Sharing best practices
  • Designing a next gen apps strategy
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing

Related Research:

Reprints

Reprints can be purchased through Constellation Research, Inc. To request official reprints in PDF format, please contact Sales .

Disclosure

Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy, stay tuned for the full client list on the Constellation Research website.

* Not responsible for any factual errors or omissions.  However, happy to correct any errors upon email receipt.

Copyright © 2001 – 2014 R Wang and Insider Associates, LLC All rights reserved.
Contact the Sales team to purchase this report on a a la carte basis or join the Constellation Customer Experience!

 

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Research Summary: Next Generation CIOs Aspire To Focus More On Innovation And The Chief Digital Officer Role

Research Summary: Next Generation CIOs Aspire To Focus More On Innovation And The Chief Digital Officer Role

Executive Summary

Constellation shares with its clients the fourth annual groundbreaking survey of CIOs later this week.  The 2014 survey interviews respondents about their priorities by CIO persona.  Constellation identified infrastructure, integration, intelligence, and innnovaiton as the four personas of the next gen CIO in 2011.

Survey results show that while CIO’s prefer to spend more time on innovation projects, most CIOs must spend their time battling the reduction of cost in IT delivery.  In the shift towards dominating digital disruption, CIOs can only move as fast as their organization’s DNA will allow while driving transformation. Using Constellation’s organizational DNA framework, CIOs can understand how much change they can expect their organization to consume and gauge their ability to impact the thought process and culture.  An excerpt of some of the findings can be found below:

A. CIOs Must Battle Keeping The Lights On Despite A Desire To Focus On Innovation

In Constellation’s recent CIO survey of 119 respondents, over 44% expressed that reducing the cost of IT delivery remained the number one priority (see Figure 2).  However when asked what should be the number one priority almost 44% expressed that bringing innovation to the business was the number one requirement (see Figure 3).

Figure 1. CIOs Still Prioritize Reducing IT Costs

Figure 2.  Bringing Innovation to the Business Is Top Of Mind On The CIO Agenda

B. CIOs Must Overcome Three Barriers To Bringing Innovation To The Business

Hence, CIOs have known what they need to do; yet the sheer burden of reducing IT costs creates a conundrum as organizations move on in technology investments.  Despite line of business leadership, CIOs are often consulted.  However, three key factors prevent CIO’s from bringing innovation to the business:

  1. Not having a seat at the management table. Slightly less than 45% of CIOs report to someone other than a CEO, President, or COO (see Figure 3).  The lack of a seat at the management table hinders CIOs from serving in the persona of Chief Innovation Officer.  Organizations who have a CIO report to the CEO often represent more innovative organizations that value the impact that technology plays in enabling business innovation.
  2. Keeping the lights on. Constellation surveys often show that between 70 to 80% of all IT budgets are focused on legacy and infrastructure projects.  Until CIOs can reduce their IT spend, the CIO must continue to play the persona of Chief Infrastructure officer.  Meanwhile, the personas of the Chief Integration Officer continue to consume a greater role, as systems must be connected to external networks, customers, partners, and suppliers.
  3. Growing budgets of shadow CIOs. Conversations with Constellation’s clients indicate that most line of business executives intend to increase spending by 20 to 25% on technology related projects for 2014.  This rising importance of line of business technology investments proliferate due to cloud, mobility, and big data project requests.  Shadow CIOs continue to exist and fulfill the Chief Intelligence Officer and Chief Innovation Officer personal.  This is why tech spending is up, yet IT spending is mostly down.

Figure 3: 44% of CIOs Do Not Have A Seat At The Management Table

The Bottom Line: Rise Of The Chief Digital Officer Is Here.

Constellation expects a chief digital officer role to emerge that may include the personas of the Chief Innovation Officer and the Chief Intelligence officer.  The emergence of the chief digital officer (CDO) is essential for the new age of digital business.  Though the current debate often centers on whether the CIO or CMO will win out or whether chief digital officers may arise from an expanded role for the CIO, we see these arguments as shortsighted.   The role will transcend both the CIO and CMO, as digital initiatives will require new skill sets.

See the full Constellation report in March to understand the priorities for each of the four personas of the next generation CIO.

Your POV.

Are you still seeing the world through the lens of Social, Mobile, Cloud, Analytics, and UC/Video?  Are you a next gen CIO?  Does this resonate with your agenda and experience?  Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) org.

Please let us know if you need help with your Digital Business transformation efforts.  Here’s how we can assist:

  • Developing your digital business strategy
  • Connecting with other pioneers
  • Sharing best practices
  • Vendor selection
  • Implementation partner selection
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing
Resources

Reprints

Reprints can be purchased through Constellation Research, Inc. To request official reprints in PDF format, please contact Sales .

Disclosure

Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy, stay tuned for the full client list on the Constellation Research website.

* Not responsible for any factual errors or omissions.  However, happy to correct any errors upon email receipt.

Copyright © 2001 -2014 R Wang and Insider Associates, LLC All rights reserved.
Contact the Sales team to purchase this report on a a la carte basis or join the Constellation Customer Experience

 

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Breaking Bad @Project Management: Winning Strategies for the PM, PMO & Executives #pmot

Breaking Bad @Project Management: Winning Strategies for the PM, PMO & Executives #pmot

1

Here’s a recent presentation I delivered with AMD’s  Isabel Merlano at Microsoft Project Conference 2014.  In this session, we shared  common scenarios on how the different approaches taken by project managers and Project Management Offices (PMO) could make an organization’s project management environment complex and challenging for the different project stakeholders. We then showcased how Microsoft portfolio and project management solutions can be maximized to address varying pain points around schedule management, resource management and project reporting.

 

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Another week and IBM investes another billion - this week it is (a) BlueMix / PaaS

Another week and IBM investes another billion - this week it is (a) BlueMix / PaaS

Over  11,000 attendees convened at the MGM Grand in Las Vegas for the annual IBM Pulse event.  The event focused heavily on cloud and mobile and served as the backdrop to unveil BlueMIx, Big Blue’s PaaS platform for year’s to come.  Adding to the seriousness of the announcement, IBM, made a $1B commitment to BlueMix.  Side note: We have learned from recent announcements around SoftLayer data centers and Watson that when IBM is serious about something, it makes a one billion dollar investment.

Conversations with attendees indicate a very energized and excited crowd.  Concurrently, IBM organized a developer conference, trendily called Dev@Pulse

BlueMix - lot's of Blue on a Greenish platform

BlueMix is IBM's PaaS product for the years to come. The project started over two years ago, was shepherded under veteran Danny Sabbah and must have gone through some pretty substantial iterations. Remember two years ago IBM had not invested into Pivotal - so there must have been a (true) blue ambition at some point. In fact, the future will tell what led to the investment in April 2013 (more here).  The shift was a change for the better since it committed IBM into a community of multiple vendors which this week led into a new oversight committee for Pivotal. 

 

IBM Infographic on the 1B investment.

 

So under the hood BlueMix runs on Pivotal's Cloud Foundry (hence the green - or what color is Pivotal's branding?) - but IBM enriches it in many ways:

  • Attractive user interface - IBM has done a good job creating an attractive user interface to run and tie applications on BlueMix. Of course you can go back to command line, but interestingly IBM shared that developers want to be more productive, too - so we will see how much mileage the overlaying user interface will get. 

  • 'Any' programming language - IBM devised BlueMix to be open and for developers to bring their code and 'just' deploy it. And that's a great design ambition but of course hard to do in the real world - so today IBM can do Java, Javascript, PHP, PERL and Ruby (not all supported by its own IDEs though). 

  • Patterns prominently loom - IBM's pattern technology, originally devised with WebSphere - is getting good usage as part of BlueMix and is probably key to make the magic in the background work. Environments get more complex by the day - so the automation tool and it's capability are key for BlueMix's success. 

  • A rich platform - IBM keeps exposing services and tools to BlueMix - most prominent right now are the Xtify push services. MongoDB was there and of course Cloudant (freshly announced acquisition) now, too. The extensibility here is key for IBM to augment BlueMix in the coming quarters, Watson services will be the clearly differentiating crown jewels. 

  • Of course, SoftLayer - Almost needless to say IBM will run BlueMix on SoftLayer technology. Probably a good move to cater to a security sensitive audience that is re-assured by SoftLayer's bare metal capabilities, extended localization and transparency down to the machine level.

 

Crosby with 'born on the web' SoftLayer customers

Softlayer is the go forward answer for all things cloudy

Not surprisingly IBM keeps strengthening its SoftLayer commitment. Reading between the lines it is clear that the SoftLayer x86 legacy cannot support the Power based Watson plans - so not surprisingly IBM is bringing SoftLayer to run Power based systems. There was some confusion what's being brought to who - SoftLayer to Power or vice versa - but that is all good for a company like IBM finding and charting its course to cloud.

Likewise IBM will invest more into the DevOps visibility and capability of SoftLayer resources. SoftLayer had more of a run-time DNA in the past for their clients, so bringing the additional flexibility to run more and better development cycles with SoftLayer only augments the platform.

 

LeBlanc introduces BlueMix

BlueMix Moves Beyond the Big Blue Legacy

There are a few takeaways that this is not our father's IBM: 

  • CloudFoundry - IBM used to build it all themselves - now it shares a foundation with co-opetitors like HP, SAP, VMware, EMC etc - an interesting aspect - that we e.g. also see in the open cloud arena with OpenStack.
     

  • Standards based - IBM has always been a promoter of standards, but was also large enough to create standards by its sheer size. Taking outside standards and building out on them is the strategy for sure now.
     

  • Developer focused - IBM was always good at building software with the user in mind. But the developer focus is certainly new and it was impressive to see to what length IBM has gone to understand the (shifting) needs of its developer base.
     

  • Openness - Again IBM has always been a supporter of open. But it was often more on paper and marketing than in every day IT life. It's good to see the openness moving way beyond the marketing messaging and into the product DNA.
     

  • Cloud First - This is probably the first product that IBM provides for developers - on the cloud first and for now - only. Good proof for IBM acknowledging the shift in the approach to tackle future revenue streams. 

Coding on stage - pair programming with Lawson and LeBlanc

 

The bigger picture - 21st century enterprise applications

At the end of the day the question is - what will 21st century enterprise applications look like, how are they build and on what platforms do they run. We know the traditional ERP suites of the late 20th century are not the answer for a digital economy. We also know that building and managing software is getting more and more complex and more automation to handle this complexity coupled with less lock-in are promising directions for the future of building applications. Which leaves us to the only thing we know - that the 21st century apps will run on virtualized environments in the hybrid multi-cloud.

More to the applications themselves - it's clear that IBM is gambling on the API economy promise - to be able to bind together the APIs of IBM SaaS properties, with other non IBM APIs on a powerful platform. We know that this platform is BlueMix, which makes it a very strategic asset for IBM’s and its customers and partners future.

Implications, Implications...

So what does it mean for ...

  • IBM customers & prospects - You should actively look at BlueMix if you have an immediate application development need. IF you are a Rational shop, JazzHub is a good way to get started but you have probably many questions for IBM. Otherwise wait how IBM will build out BlueMix over the next quarters. If you are a customer of the IBM SaaS pay attention on the roadmap and functional richness of future releases.

    Prospects should compare BlueMix with the usual suspects out there - Amazon's AWS, Microsoft's Azure, Google GCE come to mind (watch for the end of March events).

    Both customers and prospects should be careful not to overcommit until pricing and licensing are clear - which IBM has not published yet. 

  • IBM partners - IBM has put the cards down for both it's PaaS and its 21st century Apps strategy - if you want to be part of it, time to start evaluating BlueMix and chart a strategy of differentiation in the partner ecosystem. And look at the patterns - this could be a key to more efficient engagements and potentially even the birth of an IP strategy for you.

    Prospective partners who want to get a slice out of the IBM ecosystem have now a chance to jump in the mix - it's pretty much year 0 for the API economy. Good time to start.
     

  • IBM - IBM needs to keep adding and building more services and APIs into BlueMix. Early references, success stories will be key to show impact and get the large - and mostly conservative - IBM install base to move to BlueMix faster. Obviously, get the pricing right, easier said than done. Look into exposing more products that were features at IBMConnect as a differentiator to other cloud PaaS out there. Publish a road map both for the SoftLayer expansion to Power as well as the addition of APIs from the SaaS portfolio to BlueMix.
     

  • IBM competitors - Take a look at the broader perspective in what IBM is trying to do. If you compete in PaaS with IBM - you need a API strategy. If you compete on IaaS - you already know what the bare metal threat is for your business, so position and strategize accordingly. If you compete on SaaS - decide what the future for your 21st century apps architecture is. 

MyPOV

For the longest time the ultimate application strategy for IBM has not been clear. Acquisitions seemed to be opportunistic and all over the map - at least from the outside. But maybe it was always the plan to move to the API economy - ultimately. Only Steve Mills will know. And interestingly Mills spoke about being able to do things better and a greater scale than ever before (see interview here). 

BlueMix is the key asset as a platform to get IBM to the API economy, from a PaaS perspective and SoftLayer takes care of the infrastructure.

In spring 2014 IBM's future looks remarkably better than 12 months ago.

Here are some Storify Tweet Collections of the keynotes of Day 1, Day 2 and Day 3.

Tech Optimization Innovation & Product-led Growth Data to Decisions Future of Work New C-Suite softlayer Google IBM amazon Oracle Microsoft PaaS SaaS IaaS Cloud Digital Transformation Disruptive Technology Enterprise IT Enterprise Acceleration Enterprise Software Next Gen Apps IoT Blockchain CRM ERP CCaaS UCaaS Collaboration Enterprise Service Chief Information Officer Chief Technology Officer Chief Information Security Officer Chief Data Officer Chief Executive Officer