Jarod Greene

Shout out to anyone who can figure out which lyricist the title of blog is tied to. (Hint: His pep talks turn into pep rallies).

Short but sweetie today – my colleague Jeff Brooks and I have been on our grind through the initial round of IT Service Support Tool Vendor Magic Quadrant demos, with a handful more to complete this week. We’ve also been doing our fair share of inquiries, strategic advisory sessions and client engagement days through this first quarter, and while we get together often to discuss client chatter, industry trends and the most recently watched episode of  ”Girls”,  we recognize that there is clearly a need to go out and get more information. To help extend our reach, we have recently launched an IT service desk survey.

We’re after the IT leader buying trends, concerns, and  framework considerations to supplement our research, and we need your help.

Our love doesn’t cost a thing, but we are fully aware that your time is valuable, so for that we would like to offer anyone who completes the survey a Gartner research note of their choosing to be emailed directly to them.

The survey can be found here:  http://tinyurl.com/bhtv2ej

But wait, there’s more! (#BillyMaysVoice)

Jeff Brooks will be attending the SITS2013 show (http://www.servicedeskshow.com/)  in London,  April 23-24. Jeff will establish an official Gartner presence in the Expo Hall, and anyone  interested in a meet up can find him there. In addition to insight, Jeff will be handing out Gartner schwag, while supplies last, and trust me – you don’t want to miss out.  Jeff is also schedule to present and host separate sessions; one of which will be a fiery debate on whether or not ITIL has an expiration date. Surely Jeff didn’t think having that debate in the UK was a great idea, but he informed me that he’s watched enough Jerry Springer to know to duck flying chairs at his head if necessary. Gartner Analyst and UK resident Ian Head will also be in the building, so if things get really dicey, Jeff is covered.

So please – feel free to take the survey, either online or in person at SITS in a few short weeks!

Either way, thank you in advance for your participation!

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One of the most fundamental business lessons I’ve learned is that as long as you have a platform, you have the opportunity to create and demonstrate value. I didn’t learn that from Kanye West, but he addressed it in “Power” (the remix, of the classic “My Beautiful Dark Twisted Fantasy album) when he said:

“Now we all ain’t gonna be American Idols/But you can at least grab a camera, shoot a viral/take the power in your own hands….”

Lately, I’ve been an IT Service Support Management analyst thrown into many Platform-as-a-Service discussions, due largely in part to the success of ServiceNow. I don’t cover PaaS – my colleagues Yefim Natis, Eric Knipp, and Lydia Leong do. Still, I cannot ignore the fact that PaaS has become part of the ITSM lexicon.

Again, I don’t cover PaaS, but it’s important that I have a fundamental understanding of the concept.

A platform is a foundational technology or service that is essential for a broader, interdependent, ecosystem of business. Not every product can become a platform, but to have platform potential research suggests that a platform must satisfy two criteria:

1-     It should perform at least one essential function within what can be described as system of use or solve an essential technological problem within an industry.

2-     It should be easy to connect to or build upon to expand the system of use as well as to allow new and even unintended end use cases.

So, ITSSM tools, automating IT management processes as an essential function, are enabling an easy way to build upon their core solution to expand the system of use to new, and even unintended, end uses.

Platform, I get, but Platform as a Service? Let’s start at home:

Gartner defines PaaS as application infrastructure functionality being offered as a cloud service or a cloud-enabled product. Adding technologies to support runtime execution and integration of business applications forms the foundation for Application PaaS – which is a cloud platform that enables the development and deployment of multitenant, elastically scalable business applications.

SaaS vendors have the opportunity and capability to productize the platform on which their core offering is built. It’s not just ServiceNow. ITSM vendors – Cherwell, Frontrange, and Easy Vista – who license in the SaaS model also message PaaS, but I’d like to understand how much value I&O organizations place on PaaS to build out business or IT capabilities, considering the last thing many of them want to do is support “something else”.

If the larger SaaS enterprise application software market is an indicator, then we may have our answer already. Gartner research conducted through last year also shows an overwhelming sentiment among SaaS buyers for the provider to have PaaS capabilities. A whopping 96% of worldwide respondents (n = 592) said that PaaS is a requirement when selecting SaaS providers. Clearly, the ability to have these cloud layers “tandem-sourced” is paramount for SaaS buyers.

The challenge for me is that qualified respondents of the survey are SaaS buyers of broader enterprise application software (BI, ERP, SCM, CRM, PPM, Collaboration Software, Office Suites and Digital Content Creation). Curiously, IT Operations Management software is missing in the analysis, which begs the question:

Should Infrastructure and Operations groups use PaaS capability as a selection criterion when evaluating ITOM SaaS solutions?

Many say I&O organizations already do, and have been doing it for years with on-premise platforms. The value proposition in these instances was that the IT organization could better justify a large capital investment by including the ability to meet a wider range of needs for separate organization needs. For SMB’s, this was, and still is, standard practice. You will find more I&O organizations who have used ITSM software to automate tracking and request management processes for human resources or facilities management, than you would who have not. You also see that VAR’s have made a pretty penny off of building capabilities and extensions on an ITSM vendor’s platform to create some level of competitive differentiation for themselves. In speaking to these organizations, the story often ends with how growing, specific requirements from the non-ITSM organization’s eventually outstripped their abilities to meet them, or how their ITSM partner created technical (read: financial) dependence that they could do without. For these reasons, many organizations switch tools and prefer clean installs (minimal configuration, only must have customization), and have pained memories of their adventures in extended capabilities.

Others say that this platform opportunity is completely different. The value proposition here being that this time, because both the system and application infrastructure (middleware) are fully managed a service provider. Since the maintenance of the middleware is a managed service, organizations have the opportunity to do what they did before, minus the customization trap and the required overhead. Essentially, organizations can extend the value of their purchase, maximize ROI and lower the cost of innovation.

It sounds like a good deal, but just because organizations CAN use PaaS, should they?

I think it depends, and it starts with some basic questions for I&O leaders have to answer honestly:

• Do your system engineers have the skills and capabilities to build applications on your ITSSM platform?
• Do your application developers have the skills/desire/bandwidth to build applications on your ITSSM platform?
• If you don’t have the skills/capabilities/desire/bandwidth, who will you source this work to?
• Does the cost of sourcing development work offset the potential ROI?
• Would some applications be better bought COTS than built?
• What are the hard and soft costs of building and maintaining the applications you build?
• To what level will the business need to be involved to drive change/transformation around the changing business processes being  automated?

This is not to knock the PaaS model for I&O, but it is to get real about what it means.

The real benefit I find for organizations who have developed applications on the platform is that they are no longer at the mercy of their software vendor to deliver advanced capabilities. An organization armed with a platform who finds a gap in their core ITSSM offering can fill it themselves, in a much for efficient and effective capacity than in years past. I&O organizations are doing, and will continue to do amazing things on the platform, meaning that the majority of innovation will come from customers, and not the vendors.

Hmmm, maybe that’s why the 2012 ITSSM Magic Quadrant had no leaders and no innovators. Maybe this year we’ll put customer dots up.

So what will be the PaaS end game for I&O organizations? Will I&O organizations use the platform to create innovation solutions faster than their ITSSM vendor can, use them to automate a wider range of business processes, or both? If given the platform power to use, how do we ensure IT organizations don’t abuse and misuse it, so they ultimately don’t lose it?

For the record, I believe in platform for the people. The platform puts the power into the hands of the larger pool of innovation in the world – the I&O shops who use these tools each and every day. Add mass collaboration to the equation, and the possibilities are truly endless.

I&O leaders, will you use the PaaS to build custom applications? If yes, what and when? If no, why not? How much does PaaS weigh into your SaaS ITSSM tool decision?

Do tell!!

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Category: Uncategorized     Tags: aPaaS, Automate, Cherwell, Frontrange, ITSM, ITSSM, PaaS, Platform-as-a-Service, RemedyForce, ServiceNow, Workflow

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Shortly after we all learned that Notre Dame was no match for the SEC in college football’s National Championship, we learned that their star linebacker had learned all about the dark side of social media.

Heisman trophy finalist Manti Te’o got catfished. He wasn’t the first person, and he won’t be the last. While it’s happened to the vast majority of Gen Y’ers, it’s never happened this publically, or in this bizarre of a fashion.

I’ve been catfished before, as a teenager who discovered the internet, AOL chat rooms and websites like social media original gangster BlackPlanet.com. In the 90′s cult classic “Friday,” Chris Tucker’s character Smokey perfectly describes what usually happens in those scenarios:

“(That girl said) she looked like Janet Jackson. (She) got out the car (and) looked more like Freddie Jackson!”

As a happily married father of two, my online and social experiences have taken a different turn. No, I don’t have friends from high school who are secretly in love with me misrepresent themselves online for their own pleasure, but I do have to vet every single customer reference a vendor gives me make sure the person on the other end of the phone is who they say they are.

Let me say this first. The majority of Analyst Relations departments I work with are outstanding. We have an open dialogue. They can get product managers and customer references when I ask, and they provide timely updates on their offerings and offering strategy. They work tirelessly to perform a role that isn’t the easier in the world to excel at. I thoroughly appreciate the work these teams perform, and value it extensively.

At the same time, I have run into situations that were a bit “fishy.” There is always the possibility that the person on the other end of the line isn’t who they say they are. It’s possible that I could be thinking I’m talking to Earl in North Carolina on his recent implementation of Vendor X’s product, when in reality I’m talking to an intern in Vendor X’s office.

I also find it strange that a vendor will claim to have hundreds of customers, but can’t get a single one to speak to us. (Note to vendors: I aim to be the most accessible analyst possible. I’ll talk to a customer reference anytime or anywhere. I even own the scheduling function, just get me contact information and we’ll take it from there. J)

There have been other times when:

• I’ve been sent emails from Analyst Relations people that brag about recent wins for companies we cannot verify exist
• I’ve spoken to customers who did not have the tool set up in production
• I’ve spoken to vendor-provided references who turned out to be resellers of that tool

You might read those and chuckle, or you might think I’d take offense from having my intelligence insulted.

I don’t get offended. In the spirit of learning from experience, I vow to never be catfished again. I check references thoroughly. I work to make sure these are real people, in real positions, and I want to make sure customers do the same when they ask for references from a potential vendor. Specifically:

• Ask vendors for local references when possible. Explore opportunities to talk face-to-face.
• Ask vendors for references similar in size, IT budget, and process maturity, to better position yourself to make like comparisons.
• Once provided the reference, locate their profile on LinkedIn and other social media sites, as well as their presence in the vendor’s user communities.
• Understand that there is usually an incentive for the vendor-provided reference to say good things about the product they use.
• Use references to supplement information. The information they provide can be extremely valuable, but they shouldn’t be your primary “ear on the street.”

Following these steps won’t prevent being catfished, but it does lessen the likelihood, and give you things to watch for.

Has something like this happened to you before? If so — do tell! Don’t be embarrassed.

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Category: Uncategorized     Tags: Catfish, Identify, ITSSM, Reference, Social Media

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It feels so good to be back. You can only attempt to explain what you do as an IT research analyst to your friends and family for so long. I’ve been with Gartner 8 years now, and my parents didn’t “get it” until they sat front row at my “Kill Your IT Service Desk” presentation at Gartner’s Data Center Conference last month!

I’ve been out of the office for the last 2 weeks, and extremely busy over the last 2 months with end of the year deliverables,  sales engagements and conferences. As such, I have been unable to blog as frequently as I initially set out to. For that, I apologize and resolve to entertain, enlighten, engage, and educate on a much more regular basis. While I was out – one of my favorite artist released his long awaited “Trouble Man: Heavy is the Head” album. Since the December 18^th release, “Trap Back Jumping” has been in heavy rotation, and that’s been the case, because Mr. Clifford Harris is right. It’s time to get back to business!!

Looking back, the ITSM market in 2012 was eventful. I was able to put together some decent research, including my first Magic Quadrant. Both BMC and ServiceNow dominated my inquiries. I attended several high value vendor conferences and got to meet wonderful people. Lastly, the emergence of alternatives to traditional service desks came to the forefront, as more inquiries began to revolve around proactive, business focused IT support models; where I&O organizations began to incorporate mobile and social capabilities that breathed life into an otherwise mundane space. In 2012, I had over 1000 interactions this year with Gartner clients and the broader community of ITSM professionals – and the dialogues looked like this:

Looking forward to 2013, I predict the following:

• IT Service Support Management tools are going to take on the look and feel of CRM tools – whether it’s by vendor design or through customization/custom development. It’s going to take a while for I&O organizations to become a Service Provider for IT in a service aligned delivery models, but at the core, ITSSM tools have to begin to place greater emphasis on the bi-directional exchange of value between IT and the business. The service desk can do so much more than fix things when they break. If I&O organizations are going to attempt to run IT like a business, tools will need to be better equipped to handle customer relationships at the user level, and it has to go beyond automatically sending satisfaction surveys at the close of support interactions.

• Gamification will be discussed at a good clip, but implementations will be minimal. My Gartner Data Center Conference presentation on gamification in IT Operations was in the top five for attendance (#humblebrag), but most attendees were just trying to understand what the hype was about and/or trying to find management processes to apply it to and use cases where it would make sense. Additionally, their challenges with respect to implementing gamification are significant, usually starting with culture. Ultimately, “good” gamification will just be the use of game mechanics in support of objectives and/or very well designed software. Game on ITSSM vendors- but remember it’s more than just points and badges.

• Mobile and social enabled service desk analysts will unshackle themselves from the basement to collocate with the business on a much more frequent basis. Gartner’s IT Key Metrics Data 2013: IT Service Desk Analysis: Multiyear shows that annual contacts handled per IT service desk FTE went up from 5,384 contacts to 7,003 contacts. Goes to show you that even in BYOD/Personal Cloud world, users are still going to need help accessing and leveraging IT services, and will call upon the service desk for assistance.

• BMC and Service-Now will continue to wage war for the upper mid-market and enterprise revenues, but SaaS will NOT be the distinguishing factor between the offerings. All throughout 2012, a key theme of customer requirement conversations has been flexibility and ease of use – licensing has been less of a hot button issue – rarely do a get a call where a user says “We want a SaaS solution and won’t consider anything else”. Generally speaking I think organizations have figured out what SaaS is (and isn’t) – are beginning to make more informed decisions taking their short and long term requirements into account.

• ITOM buyers will look to purchase more solutions from one vendor (or fewer mini-suites from multiple vendors), in search for “one hand to shake” (as opposed to one neck to choke). IT Operations management vendors with multiple mini-suite offerings that are “good enough” and integrate easily stand to do well, even if their ITSSM tool doesn’t blow you out of the water.

Here’s to getting back into the swing of things – the only way I know….

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Category: Uncategorized     Tags: BMC, Gamification, ITSM, Mobile, Predicts, ServiceNow, Social, Year In Review

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I really hate seeing relationships filled with promise in the beginning go bad in the end.

I am currently on-course to take over 1000 client inquiries this year. 70% of my calls involve the replacement of IT operations management tools. The reality is that hearing about failed relationships and the subsequent breakups has become part of my daily routine. Breakups are inevitable, and it tends to happen when one party (usually the client) spends more time, money and resources towards making the relationship work than the other (usually the vendor). It’s a lose/lose situation, the client is back at square one and casts the vendor as an evil entity that has over-promised and under-delivered; and the vendor loses a customer and has their reputation sullied.

I see it all too often from my vantage point, where I&O organizations typically replace management tools every five years. Over the past five years, the total software revenue for IT operations management tools was $70 billion, and over the next five years, IT organizations will spend a forecast estimate of $100 billion — a number that does not take into account the hard and soft costs of a failed relationship.

The reality of the situation is that there are some organizations and some vendors who just don’t belong together. While they make a cute couple, that doesn’t mean that they are soul mates. The irony is that the breakups are not a result of a lack of features or functions, but because someone’s expectations were not met. Those expectations should be verbalized at the onset, but rarely ever are. This is where I stress to I&O organizations the importance of outlining key steps and questions to be answered to scope an IT service desk or IT service support management tool acquisition. These steps should not require long, complex analysis nor should they generate thick reports, but rather they should be a document that succinctly articulates the strategic parameters of the acquisition. In other words, I&O organizations have to be able to have honest answers to the following questions:

• Why are we purchasing a new tool in the first place?
• What can we do with a new tool tomorrow that we cannot do today?

Essentially, you want to understand if you need to enter into a new relationship in the first place. Failing to do so results in a combination of the following events:

• The tools are purchased for the wrong reason
• The tools are never implemented properly (likely because proper budget wasn’t set aside for professional services)

To reiterate, relationships fail because expectations aren’t met, partly because expectations are never clearly established. What nobody wants to hear is that the common denominator in all failed relationships is you.

This is a relatively solvable issue, and it doesn’t let the vendors off the hook. Yes, they can be horrible, and some flat out are, but I will say ITSM vendors tend to be the scapegoat more often than they should be. And yes, vendors should be held accountable when they promise capabilities that they or their partners fail to deliver. But as a virtue of human nature, it is easier to blame the tool for your organization’s inability to  define and achieve a long-term I&O strategy that is in sync with the needs of the business.  The real work — of developing well understood roles and responsibilities and maturing your day-to-day processes — takes effort, and contrary to popular belief does not come in a box. So in these cases, when the breakup occurs, I&O organizations have to say “it’s not you, it’s me” and mean it.

In breakup scenarios, I propose taking the following steps before getting back on the ITSM dating wagon to find a new relationship to dive into.

• Articulate your goals and objectives at the forefront of your search. Know who you are and what you bring to the table, and have an honest discussion about what process maturity gaps exist in your organization. In determining your value, and challenge potential vendors to align solutions to your roadmap, as opposed to just handing over a functional requirements list.
• Never compromise your goals or objectives to be with a vendor. A vendor has to recognize your path in terms of where you have been and where you are going to get you to your desired outcomes. Any vendor who tells you they can take you somewhere without knowing where you are trying to go is just trying to get in your portfolio. It’s one thing to tell you they will never treat you like your last vendor, it’s another thing for them to show you.
• Play the field and know your options. There are over 100 ITSM solutions available, almost over half of which are offered in a SaaS licensing model. The key to understanding how to leverage SaaS after a break up is to think beyond a licensing and financial model and more around SaaS as a delivery model. SaaS isn’t just the way something is paid for; it’s a means to reduce the cost of innovation. That’s why we are seeing customers extend the value of their ITSM solutions and create business solutions that affect the bottom line. SaaS licensing can be the means to let you date around, but can also be something you end up forging a lasting relationship with. Just be careful to recognize the fact that the initial costs can be lower than perpetual licensing, but more expensive over time.
• Talk to Your Friends/Talk to My Friends. Friends can be great in a break up, because they’ll call the vendor a jerk and tell you how you were way too good for them. Where they can be a detriment is where they don’t tell you all the things that you did wrong in the relationship. My analyst and industry friends don’t want to beat you up too bad, but we do want to give you an honest take on setting better goals and objectives with respect to constraints and organizational obstacles, and put you in a better position regardless of whichever vendor choice you ultimately end up making. While it may be therapeutic to put together “Do Not Date This Vendor” lists, you have to consider the roles and expectations of both parties in a relationship.
• Begin Again. Lastly, don’t bring the baggage from your old relationship to your new one, most often manifested in the customizations you made with your previous vendor. New selections should be based on how well the tool matches your requirements with as little customization as possible, and rarely should requirements change to conform to a tool’s inability to do something. Customizations require costs, time, resources and sometimes services, so in vendor evaluations build better requirements and re-evaluate whether or not customization is still required. For example, you may have customized your last instance because a function wasn’t provided or there was a unique business need for a specific integration. At the time it may have been difficult to do, but it’s likely that your potential new relationships have that missing function or have a wider range of APIs to leverage. Here, keeping a clean install and an open mind can be very important.

Even with some new relationship guidelines established, I still see a buying market where over 85% of organizations have yet to reach a Level 3 in I&O process maturity, and will continue to lean heavily on tools to carry them over the threshold. With SaaS licensing being a more viable option, I actually see a scenario where the average churn rate moves from 5 years to 3, primarily driven by lower switching costs.

Regardless of which vendors and licensing models you choose, I just want to see you in happy and healthy relationships. At the same time, I will still be your should to cry to on if and when another vendor breaks your heart.

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Category: Uncategorized     Tags: ITSM, ITSM Replacement, Procurement, Service Desk

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This is my first post to the Gartner Blog Network, and I believe I owe you a bit of information around who I am and what my goals and motivations for my blog are.

The basic “about me” stuff is in my bio. The extended “about me” stuff is where I think things get interesting. I wouldn’t dare insult your intelligence with a “25 Things…” style post on the first date. We will get to know each other better in time. What you should understand about me specific to this post are the following:

• I am not an IT propeller head. I’m probably the least technical IT analyst you will ever encounter. I supplement my knowledge of bytes and bits with people sense and problem solving skills. I worked Gartner’s Client Relationship organization for 7 years prior to my role now. I was a self-proclaimed “research gym rat” who listened to and collected data from customers, analysts and vendors, and built out the trend analysis accordingly.
• I am a pop-culture junkie, and I listen to rap music every single day.  It is not uncommon for me to quote a rapper on Twitter in the context of an ITSM topic, or even drop a hot line on an inquiry with a client. In fact, the title of this post is from a song, I’ll buy a coke for the first person to name it in the comments section. Everyone has a personal soundtrack; mine is tuned to rap music. I make no bones about it, and you can take it or leave it.
• I am committed to providing research that is relevant, timely, and thought provoking. This means I will never chase “hot” topics that do not meet the aforementioned criteria. I will concentrate on doing the things that are different or extending the communities’ concepts in new ways. I don’t aim to have the highest levels of buzz or attention in the community; I simply want to add value to it.

My goals for the blog are simple: I aim to entertain, enlighten, engage, and educate those who consume what I create. What excites me most about this opportunity is that I get to interact with a wider range of IT service management professionals who are just as passionate for this space as I am.  To this point, most of my engagement the ITSM community has been conducted primarily via Twitter. I’ve had the pleasure of meeting many of my “tweeps” (Twitter + people/peeps) over the last 18 months. My tweeps  inspire, motivate and challenge me to do great things, and I admire them a great deal. They tell me it’s nice to meet me in person, but seriously, the pleasure is always on this side of the room. I particularly enjoy time I get to spend with ITSM practitioners, who are the people shaping our industry for the better; not the analysts, not the pundits, and not the vendors. I value these relationships greatly, and look forward to developing more over time.

I want the blog to be a combination of my people sense, problem solving skills, love for pop culture, and competitive drive. The “how” first came to me when I was walking my dog, listening to a new mixtape I downloaded on my iPod. I got to thinking about the origin of the mixtape and how it applies to ITSM and business, and the blog came to fruition. Let me explain how.

In 2004, right around the time when the music industry as we knew it began to crumble (in the aftermath of Napster and in the pre-dawn of iTunes) rapper 50 Cent was on a university panel, discussing how he was able to thrive through the turmoil, without being signed to a major record label.  Rewind to 2002, when 50′s buzz was at an unprecedented level. At that time,  he went from a relative unknown to the hottest rapper on the planet in a matter of months. 50 explained that he was able to generate the buzz by saturating the street market with mixtapes, which are CD’s put together that feature new songs, snippets, previously unreleased tracks, freestyles, and interviews. He and his team recorded and distributed the mixtapes with zero involvement from major record labels, and gave them away to local distributors without making a profit. There were easily 20 mixtapes released before 50 signed a deal to a major label, and when his album was released in early 2003, it sold 6 million copies by year end. When describing the mixtape game, 50 told the panel that the only thing that was keeping him from his fans was the record labels, who sought to maximize returns on investment through album sales. This wasn’t the wrong approach, it’s what record labels have always done, and album sales continue to be the benchmark for success in the music industry.  What was different about 50’s approach, was that it recognized that music in a new delivery mechanism (MP3 vs. Vinyl, Tape, or CD) plus the rise of social media meant new rules. He understood that a mixtape was the best way to talk to your consumers directly, and it propelled him to the top of the rap charts when his debut album dropped. It’s a great business lesson when you think about it.

So what does this have to do with ITSM and the blog you ask?

I see two ways to for me to bring my ideas to the community. One way is to facilitate client and vendor inquiries, write compelling research, and deliver conference presentations. These are things I consider to be “album” activities.  The other way is saturating the street market with snippets, unreleased items, freestyles, remixes, and interviews. These are things I consider to be mixtape activities. This blog is my mixtape. I believe I have a valuable point-of-view to offer to Gartner, our clients, and our extended readership.  In a mixtape format, I can do this in a way that complies with Gartner’s standards for research to be timely, relevant and thought-provoking, in a manner that entertains, enlightens, engages, and educates you.

I want you to make reading my blog a part of your routine, but more importantly I hope you get something out of it.  We will not agree on everything, and that is perfectly fine. I embrace debate, so please don’t be shy in sharing your thoughts, views and opinions.

I look forward to the journey and the conversation.

You can follow me on Twitter at @jarodgreene.

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