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Listen in as Al
Plastow discusses how software as a service is going to cost your
company more money while taking away your control over the software
you depend on. This quick audio excerpt was taken from a Business
Technology Consumer Network software life cycle management training
session.
The SaaS subject matter includes:
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Loss of perpetual licenses,
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Increased costs due to yearly
software “rental,”
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Denial of service for non
compliance,
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Hardware cost hikes to accomodate changing compatibility issues
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And more...
Software Asset Management (SAM) is one
of the core professional service areas within the over-all scope of
enterprise Technology Portfolio Management (TPM). Virtually any
company, of any size, could reduce the costs of business technologies
by as much as 25%-30% through simple low cost changes to the business
processes governing technology spending.
Click to listen in: Business technology: How SaaS is going to cost you more—in cash and in lost control over tech! It's Al in your head! (Now, THAT is a chilling thought...)
Want to learn more? Contact us.
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Every time I teach a course, be it software life cycle management, asset management, project management, negotiations, or some related business process improvement content, I run into the same problem. Way too many of the people attending the course make the same comment:
Committment: Our company wants to improve the way we do (this or that) but, when it comes down to actually making the move, there isn't sufficient executive support--no serious follow-through.
I'm sure you've seen this, too. The enterprise--as a whole--is aware that there are more effective ways to accomplish certain tasks or projects, but it has no formal process for approaching, planning, and implementing a change initiative. What's more, executive management--leadership?--does not, or will not, take a visible role in enacting the business process improvement or change. THIS is where my title content comes into play.
My politically incorrect message to management is this:
Lead, Follow, or Get Out of The Way!
Result? How many times have you heard the lament:
Employee Quote: "I spent the time and effort attending this training, or that seminar, (or the company spend the money) and identified a specific way (or two, or ten) that we could improve business processes in our company. Then, when I came back to work, I wasn't encouraged (permitted?) to make anything happen."
In this tough economy--in ANY economy--a company lives and/or dies by its abilities--its willingness--to evolve.
Read on for ideas covering the ways you might consider using to encourage the people around you to change this trend.
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If your company is involved--or may become involved--in an acquisition, merger, name change, or even change of address, you had better be completely sure of the precise content of every technology license and support or maintenance agreement within your technology portfolio. The reason?
Inside every one of these legally binding documents are a series of quietly onerous terms and conditions that the licensor can hyper-enforce to take you on a quick--and very expensive--trip to the fines and penalties bank and mis-trust.
Real World - This company paid a six figure software license penalty because a zoning modification required them to move their corporate address around the corner to a different side of their building. (Same building...Big Fine)
Forewarned is forearmed... Even a simple thing like upgrading a server or other major system can cause your company to fall victim to vendor sharp practices--also referred to as stiffing--when you bend even a single clause in that carefully crafted contract.
As the economy continues to play havoc with bottom lines, some technology suppliers are more than willing to hyper-enforce their agreements just to wring a few extra bucks out of your budget--and they aren't too worried about you displacing their product when they play hard ball.
Sign up--sign in--& check it out! (It's free.) Then download this subscriber Knowledge Briefing -- Technology Asset Management - The Hidden Costs & Risks of Acquisitions, Mergers, & Name Changes. In two concise pages we reveal how your technology suppliers can back you up against a wall and hold your systems financially hostage by locking them down until you pay up.
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This post is a follow-up to multiple Internet resources covering the activities of Harvard Law Professor Charles Nesson (filed in the U.S. District Court of Boston) in defense of a 24 year old graduate student accused of illegally sharing music via the Internet.
Here's why this is important to you: THIS COULD VERY EASILY BE YOUR KID. (Did I shout that loud enough to get your attention?)
The article that I reference is: Repository Professor Nesson's Post: Eon
At last, the personal use ostriches (sarcasm) have begun lifting their heads and pushing back against predatory copyright enforcement practices. Thousands of individuals (many of them mere kids) and companies in America--the country with the lowest piracy rate on the planet--have already been "punished" by the alphabet soup copyright lynch mobs. (I'm sorry. Did I upset you by calling them lynch mobs?)
Why is it that when an individual takes action to protect their home, their family, or another person, they are frequently referred to as a vigilante and are essentially treated with less deference than the criminals they confront? Yet, when a corporation takes the law into their own hands...
Think you aren't an easy piracy, or copyright violation, audit target? Think again! I'm not pulling any punches on this post, so those of you who are sensative to "politically correct" may want to go read something by Suess. Those of you who are willing to change the world, read on for more information regarding Professor Nesson as well as other significant activities in the Push Back Initiative.
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