Five Million Critical Trends You Must Understand in Cloud Computing

Cloud2

By Tom Fedro

Okay, I understand the reasoning behind it. The blogs you’re supposed to write to catch the eye of your potential reader should be list based.  FIVE THINGS YOU DIDN’T KNOW ABOUT BATMAN.  TEN SURPRISING TRENDS IN DESIGNER SOCKS.  EIGHT REASONS TO EAT POTATO SKINS.  THE TOP FIVE REASONS TO DRINK A GALLON OF WATER EVERYDAY.  These lists are everywhere, and since I focus on technology, I invariably end up reading a ton of posts.  I’ve been struck by the number of lists coming out about the cloud.

  •  Five Cloud Computing Trends for 2015
  •  Seven Cloud Computing Trends for 2015
  •  Four Big Cloud Computing Trends for 2015
  •  Five Cloud Computing Trends That Will Be Big in 2015
  •  Four Game-Changing Trends Coming to Cloud Computing in 2015

Why is everyone hyped up about the different trends in cloud computing?  The answer’s simple.  Cloud computing is the current future of technology in much the same way that hosting was once the current future and networking was one the current future and ecommerce was once the current future.  We’re in the midst of the process of cloud computing becoming a mature industry and a mature technology, and in the midst means it’s in flux.  In flux means speculation, and speculation means “Four Trends You Can Expect in 2015.”

If we add up all of the unique trends we’re supposed to see, there will be hundreds of them, so I prefer to think of the cloud in much the same way as I think of all technology.  We call departments that handle it IT, Information Technology.  Cloud computing is all about information management, disbursement, storage, and dissemination. It’s the logical next step in the information age.  If I had to bet on the future of cloud computing, I’d focus on the information.  How do the so-called trends indicate what cloud computing will do to help its stakeholders store, access, and utilize information.  Any other approach might make a good title for an article, but it misses the point entirely.

Activity does not always equal Accomplishment

Never confuse Activty 
By Tom Fedro
 
John Wooden, the greatest basketball coach of all time, said it best, “Never confuse Activity with Accomplishment.” One of the most difficult aspects of managing a start-up company is dealing with the excitement level of the new venture and essentially reining in the tendency to believe that constant activity for activity’s sake is critical at all times. In the nineties, led by an almost euphoric market and the ability to tack “dot com” at the end of anything, one could watch stock prices soar as investment capital flew in and companies filled giant break rooms with ping pong tables, arcades, snack bars, and more. Everything was exciting and fun, but in many cases the activity wasn’t anything approaching good business. (This isn’t to say that amenities for employees can’t help attract and keep good staff, it just illustrates the frenetic pace of business in emerging markets.) A few years later, the tech “bubble” imploded, and the net result was a great loss of shareholder value, layoffs, and paper millionaires realizing they had non-paper debts.

Technology itself has enabled a single person to create a great deal. In the time it takes me to write and post these words, I will likely have also checked my email, sent correspondence via instant messaging, and arranged travel for a business conference. If the average businessperson accurately listed the tasks undergone in a particular day, the results would be surprising. At first glance, the sheer number of items completed will tend to create a sense of accomplishment. Who wouldn’t be proud of checking off thirty or forty items on a list? Dig a little deeper, though. Take a look at the tasks and determine which of them actually resulted in a benefit to the company? How many of them helped to fill a day but really meant less to the success of the venture than the time spent with them?

Now, multiply that activity by the number of employees working for you. There are certainly hundreds of activities happening every day that likely don’t offer anything in the way of accomplishment. This doesn’t mean your employees are bad or shirking duties. They probably go to bed at night just as tired and just as overworked as you do. It does mean, however, that every employee ought to learn what tasks impact the company. For example, I have known salespersons who spend hours “preparing” to make phone calls and others who stay on the phone constantly but somehow can’t consistently close business. I’ve known programmers who can write beautiful code but spend their time on features that have little benefit. Ultimately, it’s the responsibility of management to take the best efforts of the employees and ensure that they are directed properly for maximum effect, to turn the activity into real accomplishment.

How much of what your company does is just activity?

Are Our Heads in the Clouds?

CloudBroker

By Tom Fedro

The cloud as a computing concept is relatively new, though it had its roots in central database management that’s been around before the personal computer.  Still, outsourcing not only data storage but also applications and customer management technology is a new concept that’s rushing forward with the kind of intense inevitability that has a great many technology pundits excited (and sometimes I think we get excited just to get new buzzwords and new acronyms) and more than a few businesses confused.

Vendor relationships require work, and vendor relationships that are technology based require even more work.  While individual projects (when done right) will include a thorough needs assessment and a path toward meeting those needs within budgetary guidelines, when a relationship will be ongoing and mutually reliant, several issues present themselves.  A cloud company such as a customer and relationship management hosted application or even hosted email like Google Apps is in the business of developing software, not handholding.  A company that offers financial services isn’t looking to learn the ins and outs of a piece of software but instead to gain from its functionality.

We can think of cloud software a bit like we might a car.  Sure, we need to learn to drive it and sure, we ought to know how to fill it with gas, check the oil, and keep the tire pressure up.  Except for enthusiasts, though, none of us want to be to the mechanics.  Businesses are a lot like us.  They want to use the software and are ready and willing to perform basic minor maintenance, but they don’t want to waste company time and resources dedicating heavy intellectual resources into the process.  So, while value added resellers can certainly tout the advantages of cloud products, they have to do so with a basic understanding in mind, that the technology is no more the business of the consumer than a car is an end in and of itself for most people.

All of these factors lead me to agree with a number of experts in the field who believe VARs will soon become CSBs, Cloud Service Brokerages—integrating cloud computing services together to fit the needs of a particular business and helping that business get what they want, to move from point A to point B, just the thing I want to get from my truck.

The New Funnel

funnel2

By Tom Fedro

I remember back in elementary school (okay, vaguely—but no jokes about how long ago that was, please) when I first learned about converting measurements.  Back then, we’d spend forever turning inches into feet, feet into yards, cups into pints, pints into quarts and every other measurement of volume, distance, and time into other measurements of volume, distance and time.  Then things got crazy when we had to learn how to change centimeters into meters, milliliters into liters, and so on.  Want to drive a kid insane?  No problem.  Add in converting from standard measurements to metric system measurements.  I remember a test in which we had to measure various shapes in order to discover their area.  We had to be careful to use the correct ruler (some of us, the correct side of the ruler) so we measured in the right system.  If you measured correctly, you got good marks.  If you tried to use a standard ruler for a metric question, you failed.  If you didn’t use the correct formula for determining the area of a square, you failed.

Well, you probably know by now that I’m not just reminiscing.  I belong to about twenty news feeds too many, and on one of them, a marketing piece popped up.  With my background in marketing, sales, and business development strategy, it’s hard for me to pass up on clicking on a title that involves marketing.  This particular post declared that the funnel model of marketing is dead.  That’s right.  Dead.  Not in trouble, not sick.  It’s dead.  I read with interest, and I’m always amazed at how quickly business experts move to declare the end of something.  You see, I don’t think the funnel is dead at all.  I think it’s just been converted. A short while ago it was liters, and now it’s gallons, or something like that. Just as a European in the United States has to put some thought into distances expressed in miles before beginning a journey, marketing executives now have to put some thought into how they measure marketing effects and a customer’s journey into the funnel.

The funnel represents a fairly clear understanding of the path from a potential customer to an actual customer, but the AIDA (Awareness, Interest, Decision, Action) process is no longer influenced in the same manner it was a few decades ago or even one decade ago.  I find it interesting that so many marketing experts are ready to throw away the model instead of learning new ways to understand and influence customers within the various stages.  Certainly, there are new factors to consider that might give us four or five different kinds of prospects in the Interest or Decision stage, but realistically, they’re still in that stage, right?  Has all of humanity changed into something else or have people instead changed the way they gather and act on data?  I think it’s the latter, and I think marketing professionals have to start thinking about the funnel in a different light, but I’m not ready to say it’s not a funnel just because I have to measure it with a different ruler.