CHANGE is definitely in the air at IBM Software. At a recent
IBM Software event for analysts (#swgai), IBM revealed new initiatives and directions
that could give IBM a “makeover” by using more contemporary and
customer-relevant approaches for updating its solutions and customer
interactions. It’s not just business-as-usual
with IBM (continuing to add new features and functions to its products and
solutions), and customers should start to see visible changes at IBM, such as new
ways of buying IBM products and progressive approaches in its solutions.
Design:
First, IBM is changing how customers interact and use its
solutions. IBM’s new Design initiative focuses on developing new ways that its
software interacts with users by shifting the focus of its user interface design
from task and function, to enhancing user experience. This is not just a User
Interface (UI) refresh or update. It’s a fundamental shift in IBM’s approach to
designing user interactions to be more intuitive, beautiful and progressive. Metaphorically
speaking, this new approach could effectively “Apple-fy” (as in, taking a page
out of Apple’s user interface playbook) how customers interact with and use IBM
solutions. Internal IBM DesignCamp
training for IBM execs and developers are propagating this new approach across
IBM product groups.
For example, IBM showed us an example of an existing IBM
management solution that traditionally displayed lists of alerts for
administrators. The new user interface allowed users to intuitively and
graphically filter the data to find the information they were interested in.
These new user interfaces are beginning to appear in some IBM
products, and IBM intends to deliver it in more products as the product teams
ramp up with this new approach.
More Ways for Customers
to Buy Software:
Traditionally, customers purchase IBM enterprise products
through their direct sales teams. Although that traditional sales channel will
continue, IBM is beginning to offer “try and buy” SaaS-based software trials over the web.
In response to segments of customers who prefer to try software and purchase
without having to deal with salespeople, IBM is beginning to offer online
software trials, and if customers like what they see, they can download it and
buy it online with a credit card.
IBM is leveraging its IBM Cloud, powered by its recent
SoftLayer acquisition, to enable this new sales channel for customers. The
convenience of buying software online will resonate with some potential buyers,
and provides an alternative way to procure IBM software.
The growth in
Analytics, Embedding analytics:
IBM continues the drumbeat with analytics, as it takes its
analytics capabilities and expands its use across its solutions portfolio, for
example, expanding into IT Operations Analytics. IBM has a wide variety of
analytics technologies, which it is leveraging in its products. And IBM will continue
leveraging more of its analytics assets, incorporating more of its cognitive
analytics capabilities.
New Media and Millennials:
It is clear that IBM is paying attention to the effects and influence
of the millennial generation, as potential buyers and users of its solutions.
The millennial generation is changing our culture societally, as well as in corporate
environments. IBM is responding to this
new generation of customer by changing and expanding how it reaches out to and
interacts with customers. IBM is experimenting with new ways of reaching out to
its customers, using new media channels and technologies that it hopes will
resonate with the millennial generation.
Conclusion:
These are a few examples of the changes that afoot within IBM.
Separately, they may seem like small adjustments and changes in a large corporation
like IBM. But when looking at the big picture, it reveals adaptive undercurrents
that are going on within IBM that have the potential to change and “makeover”
IBM in how customers view IBM and how they interact with IBM.
These kinds of changes may help IBM shift away
from the stereotypical industry views of IBM, and shift it toward more contemporary models.
However, making changes in large corporations are a challenge and can take some
time. So we’ll have to see how far-reaching these IBM initiatives become, and
if IBM undergoes a major “makeover” or a minor style change.
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