Death to TCO

I am amazed that TCO, Total Cost of Ownership, is still trumpeted as a great metric for IT shops. Advertisements and articles admonish us to “LOWER YOUR TCO!” as if it were the holy grail of IT management. So what’s wrong with TCO? Simple, it focuses your IT decisions on the wrong metric. At the end of the day, TCO is a fancy term for cost, and attempts to track IT assets in terms of their aggregated annual cost. So if you buy a new black box that will last for two years for $10,000, and it costs $500 for an annual service contract, your TCO is $5500 per year. With a focus on TCO, you might haggle with your vendor and get the service contract down to $400, thus lowering your TCO to the thundering applause from the IT press and vendor community.

While that’s all well and good, we know nothing of what that black box is actually doing. Perhaps that $10K black box is generating $1M for the company. Rather than spending our time milking vendors to lower cost, we should be buying two more of those black boxes. What’s better, lowering TCO by 2% or generating another $2M in value?

In a similar vein, a Kia is the ultimate vehicle in terms of TCO. Cheap to buy, cheap to maintain and with a relatively long service life, a veritable grand slam through the lens of TCO. But, what if you really needed a quarter-ton pickup truck? Or what if a Porsche would have impressed the potential client and tipped that $5M sale in your favor?

TCO should be one of the last metrics you investigate when making IT spending decisions. Value to the business, jointly determined by all members of the C-suite should always be the driver. If you spend the time concretely and collaboratively determining value, TCO is a mere afterthought.

Monetizing Social Networking

There is frequent talk recently of “monetizing” social networking and so-called Web 2.0 technologies like Facebook, Twitter et al. Essentially, the term monetizing means extracting a profit from something. While companies like Facebook have a market capitalization larger than that of Ford Motor Company, they are unable to turn a profit. Talking about making a profit is apparently oh-so Web -1.0, and using a euphuism like “monetizing” makes it sound like these companies are not actually bleeding cash like a drunken pirate.

One can’t help but look at social networking and the massive investments that have been made, and wonder where the money is going to come from. Many of the social networking sites have had phenomenal success in terms of gathering a huge user base, but aside from limited advertising revenue, few have seen the cash windfalls that have long been predicted. Many of these predictions rely on the law of big numbers. Basically this law assumes that given a massive number of people using your service, if just a tiny percentage spends a few bucks with you, you’ve hit pay dirt. Recall many of the business plans of the late 1990s that started with an incomprehensively large number of internet users, followed by a statement like “If only 0.00001% of all internet users…” The fatal flaw of this law is that people are not random bumper cars, which float around the internet dropping a few bucks on whatever they happen to bump into. A product or service with no perceived value is not going to make money no matter how many people bump into it.

The best analogy I can draw is to the massive investment in internet infrastructure that occurred in the 90′s. The logic was that all this traffic (a really big number) had to go over someone’s wires, so if you invested in the folks that owned the wires, you would need an armored car to haul your investment returns around. The fatal flaw in this logic was that the value of the internet was not in the wires and boxes connecting everything together, rather it was in the content and services that were delivered over those wires. Consumers found value in the Googles and Yahoos, not in the MCIs or Verios that own the copper and fiber.

Similarly, the value in Facebook or Myspace does not lie in the portal itself, rather it’s the people using the service and the content they generate. While these companies may contend that they are now unstoppable due to their sheer number of users, one only has to look at eBay, whose frequent price increases have alienated its core users and driven them to replacement services. While there is money to be made in social networking, it’s likely not going to be in the “pipes,” rather it will be found by capitalizing on the content generated by the service’s users.

The Inhuman Network

For several months, networking stalwart Cisco has been attempting to remake itself with its “human network” marketing campaign. Aspiring to convince us that Cisco is about far more than bluish boxes with myriad blinking lights, a mass-market media campaign shows Cisco gadgets connecting people, speeding product development, and bringing together smiling students from around the world via the magic of video conferencing. It’s a nice campaign and a good concept. Technology is always a tough sell when it’s presented as commodity hardware or software, versus a business tool with tangible benefits. If Cisco can truly make the shift, they’ll be well positioned if technology spending slows as many are predicting.

Where the human network concept falls apart is Cisco’s own website. Flashy videos with bad guitar tracks drop buzzwords like “telepresence” and “unified communications” without really demonstrating the associated business benefit. One gets the sense that all this stuff is really cool, but it’s unclear what it actually does.

Registering with Cisco for information or support is an arduous process, involving complex forms and browser refreshes that seem to work about 80% of the time. It’s also difficult to navigate through the various “solutions,” which seem more focused on buzzwords than an actual explanation of what that particular “solution” is supposed to accomplish.

One of the biggest dangers to reshaping a company’s image is in not practicing what you preach. If Cisco is living its vision of the human network, I’ll gladly take a pass.

A Drunken Pirate Comments on the State of Corporate IT

A recent MS ad campaign provides a good laugh as well as illustrating one of the problems with the IT industry (and includes a drunken pirate). If you have ever spent more than eighteen seconds on any type of corporate teleconference you should get a good belly laugh. To view the segment, turn on your speakers and navigate to: http://www.youtube.com/watch?v=_NpVv5CmV94.

While over the top, the video has all the classic elements of most IT-related conference calls: the vapid consultant who says a lot without actually saying anything, the ass kisser, the connection problems and perhaps even the one or two people struggling to actually accomplish something amid the madness. Microsoft does a great job articulating a problem and then suggests the solution: software.

While it’s hard to fault a software company for pitching software, and Microsoft bashing is about as sporting as hunting goldfish in a five gallon tank with a thermonuclear weapon, this video makes an excellent, if unintended point about the industry. IT is constantly trying to solve any and all problems with a technical solution. Everything from Web 9.0 to “unified communications” is pitched as a solution to human problems. If people in your organization will not talk to each other over a cubicle wall, will software magically turn ineffective meeting managers and leaders into the next Jack Welsh?

Before getting dazzled by the latest and greatest technology, do a sanity check to see if you are trying to solve organizational problems with bits, bytes and fancy boxes with blinking lights. While human issues can be tough to tackle, and it’s harder to admit you have ineffective leaders than it is to buy some shiny new machines and CD-ROM’s, the effects of organizational change are often longer lasting and more cost effective than the high tech approach. And above all else, keep your eye on the parrot! 

The End of Blogging

What better way to begin a new blog than by predicting the end of blogging. Blogging is a good metaphor for much of what I am going to be covering here, perhaps what one would call “supernova technology.” It explodes on the scene with much sound and fury, only to collapse unto itself until a new, less remarkable entity appears.

The first universally experienced supernova technology was the web itself. Recall for a moment the heady days of the 1990s, where the web was a theurgic entity and everything in it was “cool,” even that grey site with the Times New Roman font your cousin the computer geek put together. Venture capitalists tripped over each other to fund E-everything, from sock puppet mascots to websites that would “revolutionize” the mundane: from grocery shopping to corporate purchasing.

These days the web is quite a bit more rational. Business ideas that don’t make sense in the real world are no longer entertained due solely to a web presence, and designers and graphic artists, the people that were successful in print media, rule the web rather than the HTML-savvy geek.

Blogging has followed a similar path. The banal that was once magical because it was on a blog is now ignored as more prosaic drivel. CEO blogs and other corporate blogs that promised better employee relations due to the “intimacy of blogging” have quietly closed down after legal censored and cleansed the blog to the point that it was just another piece of noncommittal garbage laced with meaningless corporate jargon.

Blogs are a medium like any other. Content and quality rule the day, versus pictures of one’s cat and some so-called Web 2.0 jargon. I hope to help you separate the helpful from the hype, and capitalize on the former while avoiding costly forays chasing the later.

Welcome to IT BS Watch!

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