New Year(ish). New Article.
Gartner have made some bold predictions that state that by 2017, the CMO will be be spending more on technology than the CIO. Well, if that’s true, CMOs need to read this right now, because buying technology for the business – even in today’s SaaS environment, isn’t as easy as clicking your fingers. They need to know how to pull together a cast-iron business case.
Luckily, this article contains five tips to make the process a little easier.
There’s nothing more unsatisfying than introducing a new system into an organization and seeing it fail. It’s a waste of time, a waste of money and a waste of opportunity – and yet it happens all the time. Usually, it has nothing to do with the technology; these failures are almost always about adoption. Whether a system is over-hyped, under-utilized or simply not fit-for-purpose, the result is the same.
Unfortunately, these precedents can make it more difficult to introduce systems in the future, as “system apathy” sets in and users become inured to promise and cynical about change. This apathy can also spread to those people who install the system: IT and the CIO. Instead of a new solution, they may see ill-conceived plans, a lack of ROI and negative impact on their credibility. The erosion of the business benefit of these systems can have a massive impact on the bottom line.
It’s great that CMOs are tech-savvy, but they need to show more than a recognition of technology benefits, and start to pick up on best practices from the IT world to really bring the CIO back into the fold.
Put simply: to get a CIO on your side, you have to think like a CIO. And that means going back to the business case.
Read the full article over at Central Desktop.
Yes, it has been a more than brief hiatus from writing, on this site or elsewhere. I’ve finally broken my silence with a quick 1000 words over at Central Desktop, looking at the hidden costs that lurk under the friendly face of free software. Here’s the obligatory quote:
If you were reading this in 1985, “free” software wouldn’t even exist. At best, you would be able to find some shareware on the front of a computer magazine that might be useful if you could load it off the 3.5″ floppy disk. Everything was just a little more amateur back then, especially when things were free.
Today, we are faced with a massively different situation. Free no longer means poor, lacking, or amateur; instead, it has become the norm for many businesses around the world, delivering quality products that support hundreds of thousands – sometimes millions – of users. The freemium model, whereby software is available for free, but additional support and functionality is available for a fee, has become a de facto business model for start-ups around the world. But despite the more professional approach, the profusion of software comes with both benefits and risks.
You can read the full article over at Central Desktop.
Feature image by marsmet42 on Flickr
It’s been a few months since I last wrote at Central Desktop, so it’s nice to get something published there again. This time around we’re looking at the pros and cons of subscription software (or SaaS, if you prefer it).
Subscription software has been around a long time, much longer than the hoo-ha about Adobe Creative Cloud earlier this year. When Adobe changed their business model, it was treated like the death of a family pet in some quarters. However, the real question isn’t why Adobe changed, but why we were surprised.
The move to software subscription models is tied inextricably to the changing culture of business and the ever-moving world of technology that surrounds it. It is inevitable.
Shortly, we’ll look at the pros and cons of subscription software, but first a brief history lesson.
Read the full article for a history lessons and to find out what iTunes and Nike have to do with the rise of SaaS over at Central Desktop.