1 / 33

2014 IBM Ecosystem Development Fall Plan Sandy Carter, GM Ecosystem Development October 2013

2014 IBM Ecosystem Development Fall Plan Sandy Carter, GM Ecosystem Development October 2013. Empowering the IBM Ecosystem. 1. IBM Confidential. State of the Market. 2. 2. 2. State of Business. IDR renamed to Ecosystem Development to reflect new market conditions

lillis
Download Presentation

2014 IBM Ecosystem Development Fall Plan Sandy Carter, GM Ecosystem Development October 2013

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 2014 IBM Ecosystem Development Fall PlanSandy Carter, GM Ecosystem DevelopmentOctober 2013 Empowering the IBM Ecosystem 1 IBM Confidential

  2. State of the Market 2 2 2

  3. State of Business • IDR renamed to Ecosystem Development to reflect new market conditions • 5 Core outreaches to ecosystem members: • ISV core / invest / opportunistic technical enablement & GTM • Global Entrepreneur Program • Academic Initiative Program • Global Influencer Program (Champion) • DeveloperWorks (matrixed) • Ecosystem building is everyone’s responsibility but today there is no coordination across SWG or IBM • Everyone has their part to play.. we just have to be clear about the responsibilities .. and the coordination • 1H 2013 IDR focus was Industry oriented. 2H 2013 added in Growth Initiative Focus ; Cloud, Big Data & Analytics, Mobile, PureSystems, Social, Smarter Commerce, Watson, CMO, Power Linux, Security • Measurements on Wins and Influence revenue 3 IBM Confidential

  4. Business Development • Identify and create partnership that enable leverage for driving revenue, distribution or that enhance the product. • Looking beyond your current target market and sales channel to develop new market, new partners and new channels that inherently take longer to bring to mainstream. • Primarily business development opportunity identification Sales • Drive Revenue • Transactional focus – monthly and quarterly targets • OI, and OO IBM Confidential 4

  5. Transforming the business Drive and leverage across IBM to maximize the investment in ecosystem • Define “cross-IBM” plays through Governance board with aligned metrics • Drive tighter linkage with the brands & growth initiatives on focus set of priorities • Create “partner mapping” (including new partner types) and identify the right partners with a tiered approach. Identify Tier 1, 2, 3 targeted ecosystem. • GTM jointly with brands / Synergy with Sales • Drive GEP and Academic with business goals linked with brands Drive to more effective self service and lower cost models to reach ISVs • Focus on Ecosystem Experience : Center of Excellence, Self Service • Value and Design Focus • Market Place for Cloud Ecosystem • ASL management Grow the Technical Enablement in the Growth Initiatives • Drive deeper ecosystem skills and integration with IBM 5 IBM Confidential

  6. Transformation takes the right skills

  7. 1a. Defined plays through Governance board Create an IBM Ecosystem Governance Board Responsibilities include: • Set the strategic direction • Call the plays for the cloud ecosystem • Drive IBM coherence of the ecosystem, including Business Model and GTM • Maniacally focus on the ecosystem experience Chairperson: Sandy Carter, EcoD • Steering Committee; Strategy, Brand GMs or reps and Sponsors • Working Team; EcoD BDE, Brands, PLM, Marketing, Channel, Geo, Industry IBM Confidential 7

  8. 1a. Tighter linkage: Ecosystem building is everyone’s responsibilityExample: Cloud …but today there is no viable management system in place for all of the new areas and some of the old GlobalBusinessPartner SoftwareBusinessPartner SWG EmergingTechnologies M&DMidMarket dW SWGProductDev. Cloud SWGCloudPLM Brand Marketing STG Cloud Business Unit Category Marketing SWGBrand GTSSoftLayerOffering GTS Cloud Services VentureCapital IBM Confidential 8

  9. 1a. Roles and Responsibilities 9 IBM Confidential

  10. 1a. Alignment of Ecosystem Metric 10 IBM Confidential

  11. 1b. Linking with the brands and growth initiatives on focus set of priorities Cloud Mobile Social Big Data & Analytics Smarter Commerce Security Storage CMO Watson PureSystems Power Retail Banking Insurance Healthcare Telecom Government E&U Prioritized by IMTs and Ecosystem requirements 11 IBM Confidential

  12. Anchor Clients App App App App App App Partner Apps Virtual Center of Excellence, Self-Service Engine Connected Cars Mobile Security Healthcare Big Data/ Analytics Commerce …….. Cloud Platform, Services, APIs (DevOps) General content Skills and Entrepreneur (Talent) 1b. Cloud OE: Focus on our differentiation and tent poles IBM Confidential 12

  13. 1b. Growth Initiative Alignment: Example: Social Ecosystem 2014 1. Make IBM Social (Connections, xDx, Smarter Workforce) the platform of choice for ISVs • Top 50 most influential enterprise social ISVs with strong GTM through value play 2. Influence the influencers for Social • Focus on enabling digital agencies around xDx and external social • Select Top 10 to work with in 2014 3. Capture cloud partners for Social 4. Embed Social in academic to drive skills 5. Grow startups in social to incorporate our technology • Innovator incubator play • Entrepreneur Week • “show and tell” or pilots program to help drive engagement as the main priority IBM Confidential 13

  14. 1c. Partner Mapping and strong GTM with Top 10 partner by IMT Marketing Technical & Support Sales • Named IBM Executive sponsor (i.e. Industry) • Sales Enablement to Downstream partners • GBS enhancement / agreements Cloud Mobile Social Power • Business development funds • Agreement and participation in partner user events • Dedicated marketing and local execution aid Big Data & Analytics Smarter Commerce PureSystems Watson • Build IBM technical skills into the ecosystem • Support partner integration, porting, testing • Drive optimization of joint solutions 14 IBM Confidential

  15. i : + 1d. Significantly Shift Go-To-Market To Attract Best Partners Proposed Ecosystem Go-to-Market Plays Value Play Strong GTM plans w/Top ISVs + Innovation Play Innovator Incubator + Integrate Partners & IBM Design Experience Play Virtual Center of Excellence; Self Service Engine Experience Play: Launch 1Q14 • Hub for ecosystem sales, marketing and technical specialists in each geo • Quicker adoption; enhanced experience; Improved yield • Online self-service engine focused on progressing 1000s of partners • Up-sell/cross-sell Value Play: Start Now, Ramp • Top 10 ecosystem members by IMT • Technical & marketing plans; Joint marketing activities; brand/industry commits Innovation Play: Start Now • Targeted plays to Academic and Entrepreneur • Skills Cloud on Softlayer; Cloud Conversions; Showcases; Up-sell/cross-sell • Design identify market disruptors to existing IBM products and design projects by integrating partners into 80+% of IBM Design Camps and Design Projects IBM Confidential 15

  16. 1d. End-to-End ISV Progression Engage partners on business model challenges and IBM capabilities Build joint value proposition and enablement Sell to service providers and “sell with” plan Ecosystem and IBM Impact Drive Awareness and Recruit Develop Joint Solutions Biz Dev OO Fulfillment • G2M plans • Co-Marketing • Growth Initat. • Industry Align, • Team with IBM sales & VARs • # of qualified leads passing • Technical enablement Plan • Skills Training • IIC Access / POCs / POTs • “Ready for” / Pure “editions” • Business model discussion • Build partner account plans • Solution Workshops • Connecting the ecosystem EcoD Maximize Revenue for IBM Reach new partners • Reselling • SWG ASL • VARs/VADs • ISVs • SIs • MSPs • SWG brand channel plays • STG channel plays • STG SBP • Brand technical engagements • Benchmarks STG/SWG MM Reach new buyers • OI on MSPs GBP • Fulfill through VADs &VARs IBM Confidential 16

  17. + 1e. Drive GEP and Academic with business goals linked with brands Move From … Established Enterprises Innovator Incubator Academic and Start-ups Academic Initiative (AI) targets leading university faculty to build curriculum on our capabilities. IBM Global Entrepreneur program identifies and progresses startups on IBM capabilities. • Gain revenue from new sources • Target 2000 new startups via SoftLayer • Progress 500 accounts to build on IBM capabilities • Spark Innovation Leadership • Claim IBM Global Entrepreneurial Week • Expand to startup tracks at big IBM events • Extend network with specialty accelerators • Drive tightly linked initiative plays into 650+ universities worldwide • Expand cloud focus to over 250 universities • Launch Academic Skills Cloud 2.0 • Create 100 faculty as influencers targeting clients • Increase Align AI and dW efforts to recruit developers with IBM Cloud ‘Jams’ and hack-a-thons 1 1 2 3 2 4 5 IBM Confidential 17

  18. 1e. IBM 2014 Entrepreneur Week innovate. transform.grow. At a Glance… Day 1: IBM.com , IBM Startup Webpage, “EASY” on-boarding February 3rd – 7th 41 cities around the globe F2F events with VCs, entrepreneurs, industry and community leaders. Day 2: Day 3: Virtual Mentoring with VCs and IBM business leaders • SmartCamp Global Finals – San Francisco • Pitch Competition • Education Track on IBM growth initiatives • 1:1 Mentoring with GMs, VCs and industry experts • Platform to announce IBM strategic pilots – ie. Marketplaces Day 4: Day 5: Big Keynote Speaker via webcast Throughout the Week… Press/ Analysts and Evangelism • Wall Street Journal, Red Herring, VentureBeat etc. • Top VC (blogs, communities, social) • Online forums – how to get started to join our program • Tech and Specialty Accelerators –TechStarts, UpGlobal, TechCrunch, NY VC Venture Capital Assoc, MassChallenge, SVForum, MassEco, Austin Technology Incubator, New England Chinese Information Networking Assoc, MassEcon, New York Tech Council, The Capital Network IBM announcements and special offers to startups • Product, Blu Stratus/Mix, Release Redbooks, Watson Marketplace • Announce startup tracks/session to be included at IBM events IBM Confidential 18

  19. 1e. Academic Initiative: driving greater IBM linkage in 2014 Example: developerWorks Faculty Students Academic Initiative developerWorks Students participate via dW Offerings to enhance learning Faculty integrate events and activities into curricula Content to teach students Faculty align the right level of content from dW for their courses Students access and use via dW Faculty community and support Faculty participate in AI community, engage with experts, Q&A forums via dW IBM Confidential 19

  20. Enabled Joint Marketing & Teaming OI Recruit and Negotiate ASLSigned Solution Enablement WINS EcoD ISVs EcoDMarketing Brand ASL Rep Brand ASL Rep Brand ASL Rep EcoD EcoD Brand ASL Rep Midmarket Rep EcoDTech ASLRep(s) ASLTech EcoD 2d. ASL Current State: Stacking in opportunistic partner engagements AIM SaaS Acceleration Pack Worklight, Cast Iron, WAS Liberty, WMQ Software ASL: Model BA Cognos BI in the Cloud Cognos and Softlayer Easy access to BI ICS Social for Partners Connections/Portal Foundation Social Platform In Opportunistic can be stacking in OI from multiple engagement teams and brands IBM IBM IBM Opportunistic Partners CLOUD Softlayer Catalyst Program Private program for cloud startups IM DB2 BLU/ Big Data DB2, BigInsights Performance for data IBM IBM Partner IBM Confidential 20

  21. 2d. ASL management: EcoD and ASL Roles & Responsibilities (Future State) IBM Confidential 21

  22. 3a. Drive deeper ecosystem skills and integration with IBM 43 IBM Innovation Centers Why Goal: Drive ISVs to build their solutions using IBM capabilities Value to ISV Differentiated offering (due to the IBM integration) Value to IBM Increasing market share of joint ISV solution How 1) Skill up the ISV on IBM 2) Drive integration of IBM Capabilities 3) Drive ISV to IBM GTM programs 200+ ISVs “graduated” with validated joint ISV/IBM solutions 2,000+ skills classes, boot camps, etc. 1,900+ integrations w/IBM capabilities 1,000+ ISVs currently engaged Skills & Integration Results YTD Q3 175 currently calendared 280 active today 100in queue 2014: Drive incremental skills and integrations 1) Deliver 200 more skills classes – on IBM differentiating capabilities 2) Deliver 500 more integrations, deeper and on our Growth Initiatives 3) Drive ISVs to First Time Deployments – 50% of those enabled in 2014 IBM Confidential 22

  23. 3a. Drive deeper ecosystem skills and integration with IBM 43 IBM Innovation Centers 1) Skill up the ISV on IBM 2) Drive integration of IBM Capabilities 3) Drive ISV to IBM GTM programs • Focus on ISV's industry or growth initiative • Brief ISV tech leaders, convince them of the value • Help ISV developers to skill up, via education • e.g., 101/201/301 courses, boot camps, etc. • Advanced IBM features that increase differentiation • Help ISV architect solution • Advise which IBM capabilities to integrate • Recommend architecture • Support porting & testing • Equipment & IBM expertise • Validate the IBM integration • IBM co-marketing • IBM Marks, such as "Ready For" • Networking activities with IBM sellers & other ecosystem members • Revenue programs: SWG ASL, STG SBP (Solution Business Proposal) • PartnerWorld membership levels IBM Confidential 23

  24. Focus on our differentiation through Growth Initiatives: Partner mapping and selection of the ‘right partner’ Align EcoD metrics to IBM priority growth objectives … Attract through strong GTM, high business value partners and double down on ISVs and Born on the Cloud partners Scale coverage and Increase yield from Ecosystem though Center of Excellence Enhance Ecosystem Experience through Self Service Engine Quickly reach more, critical partners, at the point of interest Drive the Ecosystem evolution and leverage technology disruption through ISVs Integrate ISVs and new partners into the IBM Design Play Roll out Summary Coordinate IBM approach to ecosystem through Governance Council T G M IBM Confidential 24

  25. Back Up 25

  26. 1c. Future State – ISV Progression ISV Named Accounts ISV Open Enrollment IBM Confidential 26

  27. 1c. Focus on Citizen Developers: DeveloperWorks Deepen IBM’s relationship with developers by offering a best-in-class, hands-on, developer-to-developer experience that drives greater use, preference and advocacy for key IBM products. New Partner Types (Clients, etc.) Academia Reaching the worldwide developer community: • 4M unique visitors monthly • 2700 active blogs • 3 dozenindustry awards Influencers (Ad Agencies, Associations, etc.) Start-ups CIO CTO Cloud Ecosystem Growth Open Standards Operations Manager 1 3rd Party Standards Deliver industries first developer Q&A forum utilizing Watson Professional Developers (ISVs & SIs) Business Partners (VARs/VADs) Online Communities Architects Developers 2 Drive dev-to-dev engagement across cloud communities achieving #1 share of voice. Citizen & Crowd Developers Born on Cloud Partners (Cloud Brokers, MSPs, etc) 3 Double trials across all cloud offerings IBM Confidential 27

  28. 1c. Recruit Citizen Developers: The “Currency of the Ecosystem” Professional Developers (ISVs and SIs) Table Stakes Self -Service Citizen Developers BigInsights (Hadoop), Data Warehouse, Streams Developer Crowds Differentiation Source: CloudOE ST update 13 Sep, 2013, First set of services (In bold above) to be delivered in December 2013. Pre-req for building a successful ecosystem 28

  29. 2c. Extend scope and reach of experts … without the increase in expense Self Service Engine What: Online community that is directly linked to the category communities to progress large volumes of ecosystem partners Value: Quickly reach more, critical partners in the way they want to be served, at the point of interest Details: New interactive quick self-service experience • New flow based on progression vs. data dump • Directly linked to category marketing online activities • Digital enablement, community based support • Drive to offering cloud, downloads and dW • Direct promotion through digital catalogs and marketplaces Marketplace Directly Linked to Capability Interest – In the Voice of a Partner Market Capture GTM, References, Metrics Publish to catalogs, marketplaces Extend to other capabilities Market Create Market Opportunity, Differentiation Capabilities, Offerings References, Testimonials Market Develop ROI, Value, Usability, Access Cloud Trials, Downloads, Tutorials, Community Support, CoE Single Partner Registration Record - PartnerWorld IBM Confidential 29

  30. ? ? i i 2a. Center of Excellence: Extend scope and reach of experts … without the increase in expense Move from … Limited access to experts Virtual Center of Excellence Center of Excellence What: CoE is a group of pooled resources that will work across an IOT to cover all facets of a partner’s progression Value: Scale coverage across categories with skilled resources to more quickly progress and increase yield from ecosystem Details: • Organized to by IOT • Growth initiative specialists • Cover Business Development & Support, Marketing, Technical Enablement • Work with partners directly and indirectly (web, community, phone) • Leverage IICs and IT Specialists for deeper engagements Social PureSystems Mobile Watson Cloud Power Commerce Big Data & Analytics Marketing Business Development & strategy Support Technical Enablement IBM Confidential 30

  31. 2a. Exponential growth through self-service Social Engagement New interactive quick self-service community that is linked to the categories to progress large volumes of ecosystem partners. Flow based on progression vs. data dump with community based support and direct access to offerings in the cloud, downloads & dW. Supports Go-to-market with direct promotion through digital catalogs and marketplaces as they are developed IBM Confidential 31

  32. 2b. Drive disruptive play, integrating IBM Design and the ecosystem Draw insight from partners to identify and seize disruptive opportunities in the market • Incorporate disruptive market opportunity workshops across 80+% of the IBM Design Camps in 2014 • Run panels with 5-7 innovative partners who discuss disruptive business models, technologies, emerging market segments, etc. Drive partner insight into 80%+ of existing IBM Design projects • Use existing “Sponsor User” program, a part of every IBM Design Signature or Hallmark project • Rationalize IBM priorities to incoming market disruptions IBM DESIGN Camp Accelerating projects through experiential, multi-disciplinary learning & IBM Design mentoring Identify additional disruptive opportunity areas across IBM Growth Initiatives • Run 25 IIC innovation round tables, with partners • Identify segments or opportunities that IBM is not generally aware of, but should be • Drive insights back to IBM Design & PLM IBM Confidential 32

  33. 2c. Fill the IBM Cloud Marketplace with Third Party Assets Access to business and functional APIs from IBM and IBM Ecosystem Partners Cloud Services Get personalized user experience based on your role Solution Developer IBM marketplace IBM Ecosystem Capability to deliver marketplace quickly (i.e. in a week) Populate APIs / services in the marketplace; chose and add from IBM Ecosystem Hub Marketplace Developer Attract the ecosystem, especially developers & customers Differentiate via industry & growth initiative focus Create stickiness with Cloud CoE and exceptional experience Extend the ecosystem with White Label Marketplace offering White Label Ecosystem Hub IBM Confidential 33

More Related