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IBM Changes the Role of Vendors in Achieving Marketplace Success: A Best Practice Study on Creating Team-Driven Partnerships for the Future
WinterGreen Research, Inc., March 2005, Pages: 240
FORWARD: MARKET DYNAMICS
F. FORWARD: CORPORATE TEAMS AS A REFLECTION OF SPORTS TEAMS: MARKET DYNAMICS FOR LATTICE ORGANIZATION F-1
F.1 Sports Teams As a Model for Business Partnering
F.2 IBM Partner World
F.3 The Wise Use of Corporate Culture
F.3.1 Positioning the Team as a Partnership of Team Members Based on Trust
F.4 Improving Efficiency in Mid Range Companies Requires Calm Collaborative Effort
F.5 Authoritarian vs. Collaborative Teaming
F.5.1 Team as A Way to Get Things Done, To Handle Change
F.6 IBM Software vs. Microsoft Partnerships
F.7 Software Development Industry-Proven Analysis, Modeling, and Design Best Practices Depend on Team
BUSINESS MOVE TO TEAMS
1. TEAMS AS A SUCCESFUL MODEL FOR PARTNERSHIPS: GOALS FOR THIS REPORT
1.1 Teams in the Context of Leadership 1-5
1.2 Leveraging Partnerships That Reach Worldwide 1-5
1.3 Integration Systems That Reach Worldwide 1-7
1.3.1 Group Performance under Pressure 1-8
1.3.2 Approach to Making SMB Companies Operate More Efficiently Horizontally Across Silos of Vertical Application and Departments1-9
1.4 Team of Business Analysts 1-9
TEAMS GLOBAL MARKET ANALYSIS
2. TEAMS SMB MID SIZE COMPANY GLOBAL MARKET ANALYSIS 2-1
2.1 Global Digital Environment Depends on Leadership and Partnering 2-1
2.1.1 Sam Palmisano at IBM Leads with Global Innovation Outlook 2-2
2.1.2 John Chambers at Cisco Leads with On Line Technology Message 2-4
2.1.3 John Chambers Vision of Intelligent Information Networks to Leverage Technology Innovation and the Internet 2-5
2.1.4 Microsoft, Intel, and Hewlett-Packard Have A Small and Medium Enterprise (SME) Consortium 2-6
2.2 Enabling Mid Size Business Environment 2-6
2.3 Growth Potential of Small Businesses Becoming Mid Size Businesses 2-7
2.3.1 SMB Growth Potential 2-8
2.3.2 U.S. Small and Medium Size Businesses by Market Size 2-17
2.4 U.S. Small and Medium Size Businesses by Market Segment 2-21
2.5 Gross Domestic Product 2-24
2.5.1 U.S. SMB IT 2-26
2.5.2 Businesses in British Columbia 2-27
2.6 Medium Size Businesses by Region 2-30
2.6.1 European SMB 2-31
2.6.2 Asian Pacific SMBs Adopting IT at High Rate 2-33
2.7 Challenges Facing Small to Medium Businesses (SMBs) 2-37
2.7.1 Exporting 2-37
2.7.2 Mid Size Business Global Opportunity 2-38
2.7.3 Critical to the World Economy 2-39
2.7.4 Internet as an Integral Part of the Global Economy 2-40
2.7.5 Internet-Based Businesses 2-41
2.7.6 Digital Inclusion 2-42
2.8 SMB Research and Analysis Highlights 2-43
2.8.1 What Constitutes A Small Business? 2-43
2.8.2 USA 2-44
2.8.3 Germany 2-44
2.8.4 Economic growth in Europe 2-44
2.8.5 Hong Kong 2-47
2.8.6 Australia 2-48
2.8.7 South Korea 2-48
2.8.8 Japan 2-48
2.8.9 Russia 2-49
2.8.10 Exports 2-51
2.8.11 SME Requirements And How a Smart Marketing and Sales Executive Addresses Them 2-51
2.8.12 India 2-52
2.8.13 Pakistan 2-55
SERVERS BILL ZEITLER / SUSAN WHITNEY IBM
3. BILL ZEITLER: THE CONSUMMATE TEAM LEADER FOR SERVER PARTNERS
3.3 Bill Zeitler Drives Improvements in Mid Size Business Efficiency 3-1
3.4 Susan Whitney of the IBM server group 3-2
3.5 Bill Zeitler IBM Server Partner Initiatives 3-3
3.5.1 Dynamic Products 3-9
3.5.2 Operating Environment of the Server Division 3-10
3.5.3 iSeries Partner Initiative 3-11
3.6 IBM Server Partner Innovation Programs 3-13
3.6.1 IBM Partner Plan 3-15
3.6.2 Partner Team Business Challenges 3-16
NETWORK SECURITY BOB GLEICHAUF CISCO
4. BOB GLEICHAUF: CISCO PROVIDING NETWORK PROTECTION TO PARTNERS USING A GLOBAL TEAM
4.1 Global Team 4-1
4.1.1 Cisco Partners with the Leading Anti-Virus Software Makers to Implement Self-Defending Network Security Strategy 4-2
4.1.2 Cisco and Microsoft Collaborate On SMB Solution Development 4-3
4.1.3 Cisco and IBM Collaborate Broadly On Solution Development 4-4
SOFTWARE STEVE MILLS IBM
5. STEVE MILLS DESCRIBES SOFTWARE TO MAKE MID RANGE COMPANIES MORE EFFICIENT HORIZONTALLY ACROSS VERTICAL APPLICATION SILOS
5.1 Software Enables Business Process Efficiency 5-1
5.1.1 Passing the Competition 5-4
5.2 Business Integration from IBM 5-5
5.2.1 IBM WebSphere Software 5-9
5.2.2 IBM WebSphere Application and Transaction Infrastructure 5-10
5.2.3 WebSphere Business Integration Server Foundation 5-10
5.3 Partners Are Needed For IBM to Achieve Market Penetration 5-15
5.3.1 IBM Software vs. Microsoft Partnerships 5-16
5.3.2 IBM Software Partner Challenge 5-18
5.3.3 Software as Services 5-21
5.3.4 Dynamic Services to Expand Market Share 5-21
5.4 Role of Leadership at IBM 5-22
5.4.1 Partners Following AN IBM Proven Route to Success 5-24
5.4.2 Speeding Delivery of New Services While Taking Control Of Costs 5-25
ADAPTIVE PROCESS BILL GATES MICROSOFT
6. MICROSOFT SOFTWARE ARCHITECTURE FOR PARTNERS
6.1 Bill Gates as a Business Leader 6-1
6.2 Microsoft Leverages Big Screens with Graphics and Small Screens on Portable Devices 6-2
6.2.1 Digital Devices in the Consumer Space 6-3
6.3 Digital Servers in the Business Space 6-3
6.3.1 Expense of Doing Customization 6-4
6.3.2 Microsoft Adaptive Processes 6-5
6.3.3 Customization 6-6
6.3.4 Meaningful Information 6-7
6.3.5 Microsoft Connected 6-8
GLOBAL SERVICES JAMES M. CORGEL IBM
7. JAMES M. CORGEL REDEFINES IBM OUTSOURCING AS PARTNER MARKET
7.1 James M. Corgel IBM Outsourcing Host Transaction Processing Partner Leader 7-1
7.1.1 IBM Business Partners e-Business Delivery 7-2
7.2 IBM E-Business on Demand Services 7-3
7.2.1 IBM Managed Hosting Infrastructure Solutions 7-5
7.2.2 e-Business on Demand Programs for the Channel 7-6
7.3 Delivering Applications, Infrastructure and Business Processes Over the Network on a Utility-Like Basis 7-7
7.4 IBM Express Application Hosting Services For Mid Range Business 7-8
7.4.1 Management of IT Department Change 7-9
7.5 High Availability Services Definition 7-10
7.6 IBM Outsourcing / Hosting 7-12
7.6.1 IBM Virtual Hosting For Mid Range Companies Utilizing Partners 7-16
7.7 E-business Universal Management Infrastructure 7-17
GLOBAL TEAMS STEVE HUHN HEWLETT PACKARD
8. STEVE HUHN LEADS A GLOBAL TEAM AT HEWLETT PACKARD
8.1 Leadership Is a Personal Quality 8-1
8.2 Steve Huhn Exhibits Leadership Qualities As Hewlett Packard Builds Significant Market Presence as Outsourcing Provider 8-2
8.3 Changes in the Outsourcing Delivery Model 8-5
8.4 Big Shifts in the Conduct of Business 8-7
8.5 Utility Computing Models 8-9
8.6 Supply Side Public Utility Computing Model 8-12
8.7 The Road to the Public Computing Utility Model: Evolution, Not Revolution 8-13
8.8 Public Utility Model Evolution Initiative 8-15
8.9 Hewlett Packard Service Management Chain 8-17
8.10 Hewlett Packard Agile Adaptive Enterprise Positioning 8-20
LEADERSHIP
9. LEADERSHIP OF BUSINESS TEAMS IN APPROACHING MID RANGE MARKETS WITH COMPLEX HORIZONTAL SYSTEMS FUNCTIONALITY
EXECUTIVE SUMMARY
TEAMS IN CROSS PLATFORM BUSINESS INTEGRATION: EXECUTIVE SUMMARY
Partnerships Implemented As Teams with Lattice Organization, No Hierarchy, and No Organizational Charts
Global Digital Environment Depends on Leadership and Partnering
Horizontal Business Efficiency across Departments
Microsoft View of Information Integration
IBM Brings Industry Thought Leadership as Contribution to Customers Business Strategy
IBM View of Information Integration
Hewlett Packard Looks at Information Integration as Utility Computing Opportunity
Cisco Implements Intelligent Routing and Network Security
Teams Participate In Cross Platform Business Integration
Sports Teams as the Model Business Teams in the Context of Business Partnering
List of Tables and Figures
TEAMS MARKET DESCRIPTION AND MARKET DYNAMICS
Table F-1 F-22
Industry-Proven Best Practice Team Issues
Table F-2 F-23
Practical Process Methodologies Used By Technology Teams
Table F-3 F-24
Team Structure Permits Adaptation to Project Needs
Table F-4 F-26
Unified Process Builder Team Configuration Functions
TEAMS MARKET DESCRIPTION AND MARKET DYNAMICS
Figure 2-1 2-8
U.S. Medium Size Business Revenue Market Forecasts, Dollars, 2005-2011
Figure 2-2 2-9
U.S. Medium Size Business IT Spending Market Forecasts, Dollars, 2005-2011
Figure 2-3 2-10
U.S. Medium Size Business IT Infrastructure Optimization Systems Market Forecasts, Dollars, 2005-2011
Table 2-4 2-11
U.S. Medium Size Business IT Infrastructure Optimization Systems Market Forecasts, Shipments, Dollars,
2005-2011
Figure 2-5 2-12
Worldwide Small and Medium Size Business's by Region
Figure 2-6 2-13
Revenue Created by SMEs in 2005 by Region
Figure 2-7 2-14
Small and Medium Size Firms Worldwide Numbers
Table 2-8 2-15
Worldwide Percentage of Small and Medium Size Firms by Region
Figure 2-9 2-16
SMEs Percent of GDP by Region/Country
Table 2-10 2-17
Breakdown between Small and Medium Size Firms in the U.S
Figure 2-11 2-18
Top Ten States with Small Business's (percentage)
Table 2-11.5 2-19
Top Ten States with Small Business's (numbers)
Table 2-12 2-20
Top Ten States with Medium Business's (percentage)
Table 2-13 2-21
Top Ten States with Medium Business's (numbers)
Figure 2-14 2-22
U.S. SMEs by Market Segment (Percentage)
Table 2-15 2-23
U.S. SMEs by Market Segment (Numbers)
Figure 2-16 2-27
Total Number of SMEs in British Columbia, 2002
Figure 2-17 2-29
Small Business's with 1-49 employees in British Columbia
Figure 2-18 2-30
Small Business's with No Paid Help in British Columbia
Table 2-19 2-31
Medium Size Enterprises by Region
Table 2-20 2-50
Number of Employees at Small Enterprises in Russia, Persons
Table 2-21 2-54
GDP Analysis of the Indian Economy Focus's on SMEs Impact
STEVE MILLS: IBM
Table 5-1 5-6
IBM Business Integration Functions
Table 5-2 5-8
IBM Mid Size Company Software Resources Utilized for Creation of Easily Reusable Services
Table 5-3 5-12
IBM Business Integration Functions
Table 5-4 5-14
IBM Mid Size Company Software Resources Utilized for Creation of Easily Reusable Services
Table 5-5 5-19
IBM Software Partner Challenges
Table 5-6 5-
20
IBM Software Partner Key Benefits
JIM CORGEL: IBM
Table 7-1 7-4
IBM Global Services and Jim Corgel Vision of Big Play Services For Partners
Table 7-2 7-11
High Availability Functions
Table 7-3 7-12
High Availability Services Definition
Table 7-4 7-13
IBM Strategic Outsourcing Services
Table 7-5 7-14
IBM Strategic Hosting Services Targeted To Mid Size Businesses
Table 7-6 7-15
IBM Strategic Hosting Services Mid Size Business Benefits
STEVE HUHN: HEWLETT PACKARD
Table 8-1 8-6
Principles to Ensure Long Term, Successful Outsourcing Relationships
Table 8-2 8-10
Private Utility Computing Model
Table 8-3 8-11
Shared Utility Computing Model
Table 8-4 8-11
Internet
Table 8-5 8-13
Supply Side Public Utility Model Evolution
Table 8-6 8-14
Demand Side Public Utility Model Evolution
Table 8-7 8-15
Public Utility Model Evolution Goals
Table 8-8 8-16
Public Utility Model Evolution Benefits
Table 8-9 8-16
Public Utility Model Evolution Strategies
Table 8-10 8-19
HP's Approach with Customers: Collaborative, Not Controlling
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