Broadcom’s
strategy is based on close client partnerships dedicated to getting optimal
value from the client’s existing infrastructure, especially the mainframe.
Their plans build on a foundation of solutions that make extensive use of open
technologies and products including Open API’s, open source code, etc.,
exploiting open clouds, and enabling new enterprise innovation. Broadcom aims
to be the best partner to aid clients to achieve successful transformations.
They are increasingly convincing in that role.
A Changing Business Environment
Today and
for the foreseeable future, business, education, entertainment, medicine, etc.
are undergoing radical changes in how they operate and interact with employees,
customers, suppliers, and partners. Messaging, sales techniques and processes
are evolving, driven by political and environmental pressures. These add to an
already accelerated pace in the emergence and application of new technologies,
expanding security requirements and demands for faster response times. With
much corporate data and transactions dependent and residing on mainframes, the
mainframe team plays a vital role in transformation.
For
technology solution providers and consumers, this adds to the necessity for and complexity of
enterprise transformation. Most enterprises already recognize the need to adapt
and evolve business models and processes. As we discuss later, Mercedes
recognized a changing environment, and quickly adapted their sales process.
Both Amazon and Walmart, early movers in enterprise transformation, are reaping
the benefit today’s environment. Leveraging IT infrastructure to efficiently
supply customers with no-/minimal contact is a key factor in this success.
Many
companies still need to make the transition. Most have underutilized, under-leveraged technology, particularly mainframes, that can aid such efforts.
When confronted with a crisis, people are more willing to change. Most
enterprise teams will recognize the need for a partner to assist them. Smart
ones seek help from experienced companies, such as Broadcom for aid during
transformation.
The New Environment for operations
First, a
review of emerging changes affecting enterprise operations. Then, we look at
Broadcom’s efforts and experiences.
One change encourages
severe limits, if not elimination of face-to-face contact. Limits, mandatory
and recommended, affect social distancing, group gathering, face masks drive process
changes while speeding the intelligent service automation even as they foster increased
cooperation and remote interaction. Security concerns expand the use of
facial-monitoring/-recognition technologies, robot/drone usage, automated
order-checking, etc. Problems vary by geography, industry, company, but
commonalities exist.
Reduced
face-to-face contact via on-line transactions has been trending for some time. But
escalating pressures for no/minimal contact expand and speed its adoption. The
impact is reflected in marketing, messaging, even delivery. One US pizza
company no longer advertises speedy delivery of hot, customized pizzas with
cheesy crusts. Instead, it is the joy of no-contact pizza procurement. From
order to delivery “untouched by human hands” thereby avoiding viral infection.
Consider
automobile purchasing. For decades, a highly personal, interaction occurring in
dealership showrooms. In a contact-intensive process, potential customers
physically examined, and test drove automobiles. Eventually, negotiating a
purchase with a sales rep. What happens when today’s contact-adverse customer
wants a car? An acquaintance wanted a high-end SUV but wanted no in-person
contact. He wanted a contact-free process from research-to-purchase. His
first-choice dealer required face-to-face contact. He found a Mercedes dealer
able to do everything on-line. From arranging the test-drive to the
post-purchase pick-up, all done with no in-person contact.
Enterprise
transformation is a must today. Fortune Magazine reports[2]
that over 63% of executives are accelerating their investment in digital
transformation during Covid-19. The impact is felt in many areas including
planning, employee relations, staffing, personnel policies, etc. Companies that
adapt, will thrive, those delaying or refusing to adapt, will falter, even
fail. Broadcom helps customer to successfully
transform.
Broadcom Partnering and Investing for Customer Success
Transformations
require major operational changes. It may require new or modifications to
existing apps, skills training and enhancement, or process adjustments involving
or dependent upon IT. It requires cross-enterprise coordination and cooperation
among multiple staffs. All completed as soon as possible.
Broadcom focuses
on forming close working partnerships with its customers. This helps them
develop programs that provide value beyond just software. Programs include
Win-No-Fee Services, multiple training/knowledge
sharing options, Consumption Licensing, and Mainframe
Resource Intelligence (MRI) which are customized mainframe health, optimization, and rationalization
assessments . Customer defined projects range from accelerating product
deployments to gaining larger, faster ROI from existing infrastructure. Key to
their success is the emphasis on services and products that will deliver
visible benefits. Let’s take a deeper look at some of these programs.
First,
Win-No-Fee Services provide client staff with access to Broadcom resources that
will help customers identify and pursue ways to ”get more from their
mainframe.” Resources are made available to help customers complete specific
transformation projects with defined, measurable goals. These free migration
services help speed ROI from your software rationalization efforts.
Resources
deployed include Broadcom products, SME (subject-matter-expert) services,
training, and access to specialized (proprietary, non-product) utilities/tools.
Broadcom staff can work on-site, or bring customer IT staff in-house for
side-by-side training, cooperative research, etc. Performance metrics have
included successful process revision, product deployment, portfolio
rationalization, etc.
Second, multiple
education and training[3]
options are offered. These range from basic mainframe-introduction to skills
training for experienced mainframers. Both free and for-fee activities,
training, webinars, seminars are available. Classes are offered on-line as well
as in-person.
To help
recruit and train new mainframe talent, Broadcom's Vitality Program partners with
customers to recruit and train new mainframe talent. At no cost to the
customer, a prospect participates in a rigorous training and mentoring program.
Customers can evaluate participants, and potentially hire graduates.
An
Executive Learning program is dedicated to help executives understand the
mainframe and its potential to contribute to enterprise success. It also helps executives
promote interaction and cooperation among IT (and other) staff groups as they
search for solutions. Originally designed as a face-to-face classroom
experience, popular demand is driving it to be offered as an on-demand, on-line
course.
We can’t
cover all services here. Others to examine include a Mainframe Consumption
Licensing model that simplifies the pricing model to help customers manage and
maintain predictable costs and detailed assessment programs that identify
opportunities for improvement and savings through proactive maintenance (Mainframe
Health), and better workload management (MRI). These are powerful tools that increase
awareness of and extract the potential of added value residing in mainframes.
The Final Word
Broadcom
uses frequent, close cooperation and interaction with customers to better
understand and help them become more proficient at leveraging their existing
resources. This also provides insights that guide Broadcom’s future direction
and strategy.
The
Broadcom team demonstrates it has significant technical expertise and
managerial skills. In our discussions, they handled both detailed technical
questions and business inquiries. Broadcom gave an excellent review of their
ability to aid customers in leveraging the mainframe as part of the
transformation process. They provided details on their own application of
technology to address customer needs.
Nothing
wrong there, but every technology vendor bombards clients with such details. What
few do is connect the application of technology to the enterprise customer’s
goal which is, or should be, attracting and servicing their customers.
In many enterprises, technology is viewed as a delivery or enabling vehicle to get a service, product, benefit, or experience to a customer or market. Broadcom’s immediate customers want a successful IT transformation. However, that customer’s real success comes from effectively, economically leveraging their infrastructure to meet their customer’s needs.
Broadcom
has demonstratively proven knowledge and expertise at training mainframe teams
to accelerate the transformation process. We suggest that the Broadcom team move
beyond technical details and challenges to address the next level of enterprise
interest, i.e. how technology, and specifically transformation help drive
business success. Broadcom’s makes this happen in their partnerships. They can
benefit by making the connection explicit.
Finally, Broadcom should consider conducting an inventory of company assets and resources with the view of commercializing them even more. In-house tools and utilities used to help customers migrate applications are likely candidates for productization.The more we speak with Broadcom, the more impressive they appear to be. We look forward to hearing more from and about them.
