Doing things a little differently this year, MS packed three days of keynotes into a single multi-hour marathon of product announcements and demos. It was TOTALLY effin cool!
Here’s some interesting points I picked out:
- MS has 750K partners worldwide doing a total of $650 billion revenue which they grew by 6.5% in the last 12 mos
- They are dividing the world into Devices and Services (software that you can use from your device, cloud or otherwise). They will use this to differentiate themselves in 4 key areas: cloud (think Azure), Big Data (SQL and Azure), Social (Yammer, Sharepoint, Lync/Skype as a converged services, Outlook) and mobility (Windows 8.1 and Azure)
- Azure is the key consolidation point for EVERYTHING in their toolkit. Everything. Really, everything.
- Partners led 3 out of 4 Office 365 deployments
- A complete new Dynamics CRM Windows 8 client is coming in the 2014 release. The previews were pretty awesome.
- SQL Database Premium is coming to Azure in preview later this year.
- PowerBI: This was coolest demo I’ve seen. Coming to Office3 365 later this year.
Overall, Dynamics was mentioned only with respect a LOB app or as CRM – nothing specifically related to ERP. Ballmer did have an interesting comment – “Dynamics is a billion dollar business that gets less PR than a business that size deserves”.
One last thing: If I had to guess about what the pending reorg looks like, and based solely on who was presenting what, I’d have to say its going to be Satya owning Dynamics.
#WPC2013: 30,000 ft above the southeastern US heading to WPC 2013, I find myself pondering the state of the Dynamics partner channel ahead of drinking the Kool-Aid of keynotes and executive briefings. Here are my areas of concerns and my thoughts on same:
|Cloud ERP||GP and NAV are (allegedly) released in Azure as partner sold product offerings. Both have had substantial enhancements to produce better cloud deployment.||Although MS made a big announcement on this in mid-June, it really is marketing spin since this is just installing the same software onto a persistent Azure virtual machine. This is really about the same approach as going to Watserv or DataResolutions and buying virtual server space on which to host ERP. In essence, this is just a deployment option, no different than installing in a hosting center – it is not a true cloud based, multi-tenant ERP product.|
|Direct Sales||MS seems to finally have got the AX and CRM EA pricing model refined and well thought out.||MS continues to encroach on high end CRM and AX deals with a stealth direct sales model. Yeah, I know they say a partner is always involved, but that comments is like one of Justin Bieber’s bed sheet’s – tired, stained and well used. Between EA sales, Microsoft Consulting involvement in key deals, and comp plan changes rewarding field staff for integrating MS Consulting into a deal, we continue to see MS controlling key large deals.To compound the problem, MS does not have a very good sales force. So these deals are often being lost to SAP and Oracle because they a) have read the playbook and are becoming more effective at competing against the TCO message and b) they are just better at high level enterprise selling.|
|Margins||MS provided EA margins equivalent to, or close to, on premise margins for a period of time to encourage EA sales. In addition, they comp’d the local MS sales teams without regard the sale being on-prem or EA. This removes a big hurdle of AX on the EA.||Overall pricing declines and continued pressure on membership costs for MPN are continuing to squeeze partner margins. Although this doesn’t impact the larger partners, the continued escalation of CRM and AX salaries hits them in a completely different and more drastic way.|
|Competitive Hiring||MS is providing an unprecedented level of assistance to partners in recruiting new professionals (college hires) through Sara Gjerdivig’s FastTrax program for Dynamics AX||Many partners still need qualified GP and NAV staff – very few good ones exist on the market. Everyone competes for the same small pool of senior AX talent continuing a salary escalation war that started immediately post recession. Microsoft Consulting makes this problem more acute as they competitively recruit the same candidate pools and hire staff away from partners.Before anyone from MS calls bullshit on that, I have two examples from the last 6 months.|
|Support||More resources are available in open forums||AX 2012 (RTM and R2) was very bug ridden and overwhelmed the technical support team. This problem was so massive that MS constantly missed Partner Advantage SLA’s for support response. Further, the overall changes to support we saw two years ago continue to percolate into crappy systems and bad answers.The move to partner support through MPN remains a cluster fuck of offshore and outsourced crap that delivers no value to the partner. I’ve had two really awful experiences with that team over certification tracking data being damaged at an organizational level. They just suck.|
|Devices and Services||What the fuck does this mean?||I have no idea what this means to the channel. My fear is a “app”-ization of Dynamics with a web services interconnected framework so that discrete pieces of the product can be sold independently. For example, taking AX requisitions and making that Dynamics Requisition Workload on Azure. I can see where some boundary services (EDI, Reqs, Recruiting, CC Processing, eCommerce) can all be developed this way, but core processes (Revenue Cycle, MRP, Fulfillment) are going to be much more difficult. ERP is inherently interconnected, highly available and not batch driven in its inter-modular updates – moving to discrete apps with web services would put that at risk. Further, the continued “Devices and Services” message doesn’t really resonate with ERP and CRM customers so it creates market uncertainty in the CIO and CFO buyers we hold dear.|
|Partner Concentration||The Top 100 partners are still going strong||According to Bob Scott’s Insights, Dynamics partners stratify as follows:
Top 6: Above $40mm
Next 13: From $20mm to $40mm
Next 22: From $10mm to $20mm
Remaining 59: Between $3.9mm and $9.5mm.The majority of the top 19 partners (full disclosure: I work for number 19) have AX as their primary focus. The majority of everyone else is NAV, GP and SL. 2 of the Top 5 are accounting firms with a long tradition of technology consulting.
I have to pull the old numbers, but it seems like the Top20 are getting bigger and everyone else is a bit static.
I’ve been geeking out with SSIS for the last week or so and posted a blog over at DynamicsCare.com with some hard won knowledge.
Once again, its time for the Dynamics World Top 100 Survey and, once again, I’ve been nominated to the voting list. I assume this is on the basis of my good looks, charm, and Tarantino like writing skills as opposed to any real merit – but, as I say, take ‘em when you get ‘em.
Or something like that. Here’s the link:
Vote early! Vote Often! Vote for me, get a free beer!
While at MS Convergence 2013 (#conv13), I drank a couple of Xanax martinis with a twist of Cymbalta and realized why I really do love my job.
1. The team: I love working as part of a high performing team. Watching Abby Moore and Sandra Dodge just KILL their first large public presentation at Convergence 2013 was a complete joy. Add in Frank Hamelly, Mark Polino (that’s right, two MVP’s), Clinton Weldon, Jon Byrd, EJ Reese and all the other members of the IBIS convergence team and you get an astonishingly great group of folks to admire.
2. The partners: Despite Microsoft’s continued and misguided efforts to accidentally erode the partner channel, it’s still a really solid group of smart, forward looking hardworking folks.
3. The customers: The reason we exist, the meaning in our work lives, the purpose behind the 40+ per week we spend together. #Conv13 reminded me of the tremendous relationships I’ve forged and friendships made over the years with the people who pay my salary. In general, they are awesome and building things to make them better at what they do is why we all get up in the morning.
Put all those together and its like driving a Ferrari on the Autobahn at high noon while the physicist supermodel next to you explains she’s actually a wealthy heiress and she’d like nothing better than to coddle you financially for the rest of your life.
Boo-ya. Loving my life,
I arrived last night in New Orleans to attend that perennial crowd favorite, Microsoft Convergence (Not to be confused, of course, with Convergence 2013 the chubby chasers convention put on by Girth and Mirth of South Texas). As soon as the cab dropped me off at the Marriott Convention Center, I knew I was back in the Big Easy based solely on the stench of gumbo, stale beer and that particular sent of desperation given off by middle aged men who insist on “bringing it” whenever they go to NOLA.
Day one is really all about three things:
- Booth setup: Check out the pictures on the @ibisinc twitter feed. IBIS will have both a DynamicsCare and Advanced Distribution Software booth.
- Partner Community meetings: These are the pre-meetings that purport to help partners do better running their business that Microsoft seems intent on destroying through lower software margins, EA sales and direct sales and consulting competition. Yawn. Skipped. Apparently a ton of partners feel the same way – have yet to talk to anyone that wanted to go.
- The Randy and Andy Party: Always a crowd favorite, I’ll be doing my usual show up, say hi to Andy, then getting out before some drunk tries to cop a feel off me thinking, in the beer goggled glory, that I’m actually Marissa Tomei.
If you happen to be at the convention, text or tweet me or stop by booth 2522.
I’m off my meds, seriously raging and thought that you, my faithful readers, should bear the brunt of my imbalance and anger.
I love this industry. And I really love 99% of clients with whom I’ve worked. But, once you go high enough up, you HAVE to deal with unhappy clients as a major part of your job. Oh, you may think “but if you did your job right, they’d be happy”. Bullshit. This job is like selling someone new construction real estate than telling them they have to help you pour the foundation and nail up shingles. You can’t do it without the client being right there with you, but too often they are not then they blame you for it. Look, I totally get it if we oversold the product capabilities. If our staff trained poorly, didn’t show up with the expected degree of professionalism or didn’t fully understand the business requirements, we SHOULD be held responsible. If we were just assholes, fine, hold me accountable and ask me to be better.
But, please, tell me: exactly how goddamn responsible for the world’s problems am I supposed to be? Why is it my fault when the client:
- Doesn’t spend time, any time, on the system during the implementation and then complains the training was insufficient.
- Doesn’t make timely design decisions, then complains about cost overruns.
- Doesn’t take time away from their day job and then gets angry with project staff when they call it out.
- Assumes some random field should be on a report (which is invariably critical to their business), then asks for it at NC because “Any accounting system does that”. Did you spend any time during the pilot looking at this “critical” feature? And, remember that sign off your partner put in front of you after the Pilot? Yeah, didn’t think so.
- Signs change requests for modifications, then refuses to pay them because “that was covered in the sales cycle”. Yeah, no shit, it was. Hence the CR being deployed when the final design was complete.
- Assumes the words “Time and Materials” always, constantly, and forever mean “Fixed Fee”
- Bitches about rates. Do you have any idea how much money our industry invests in keeping people up to date? And guess what, our industry’s labor rates are barely higher than a Ford dealer charges for doing an oil change.
To top it all off, we then get assholes likes this guy who lend credence to the asinine argument that its ALWAYS the consultants fault no matter what.
If you read my blog, then you know I have a core value around partnership (not around clean language, clearly, but no one is perfect), not just when easy, but thoroughly, constantly and always. But partnership is a natively bi-lateral relationship: both parties have to take it seriously. So, when we do and the client doesn’t, why blame us? Take a look at the problem in the mirror first.
Sheesh. Makes me want to chase my real ambition: being a plus sized model for fly fishing apparel.
Peace out. See you at #Conv13.