Techaisle Blog

Dell was always been relevant for small business and education markets but is now in an exalted position to stake its claim within the enterprise segment and the new battleground – the midmarket firms. In this Techaisle Take analysis I cover Dell Technologies’ On Demand offering, Progress Made Real initiative, expanded PCaaS for SMBs, focus on customer advocacy, continued SMB investment, new converged infrastructure PowerOne, Unified workspace solution and channel partner strategy.

Dell Technologies Summit in Austin was a showcase of bold announcements and understated commitments to corporate social good and customer advocacy. Dell has certainly transformed in the last five years. It has moved along a path from a PC company to end-to-end solutions provider to a digital transformation partner to a place where it is driving its own transformation through the power of analytics with a goal of delivering customer success. Dell has catapulted itself into relevancy for the next decade.

In 1984, when Michael Dell founded his namesake company in his college dorm, I was a freshly minted engineering college graduate working through my first job at a tractor manufacturing plant in India. My first interaction with Dell was in early nineties when an India-based firm was awarded a contract manufacturing deal. I was then running the secretariat of a computer manufacturer’s association in India. Since then not only technology has progressed but both the consumers and commercial buyers have evolved. Dell has not only moved with the times but sometimes has been ahead of the curve. One such “ahead of the curve” initiative is “Progress Made Real for 2030” announced at the summit.

Progress Made Real for 2030 stands on four pillars:

1. Advancing sustainability: for example, one-for-one recycling, that is, every product that Dell sells it will recycle an equivalent product
2. Cultivating inclusion: committing to 50 percent of Dell workforce to comprise of women by 2030, 40 percent of managers of people will be women, 25 percent of US workforce will be Hispanic or African American
3. Transforming lives: for example, Dell’s work with Tata Trusts, with a goal to reach 40m under-privileged people from the current 11m
4. Upholding ethics and privacy

Enabled by a combination of pervasive use of technology and vastly-expanded solution options, the technology user and buyer community has become more diverse in both composition and focus. Business decision makers (BDMs) are not content to await IT’s blessing to pursue technology options that align with business needs: an increasingly tech-savvy business user/management community plays an ever-expanding role in assessing technology options, and even in specifying solutions and managing their rollout. At the same time, the solution options themselves have expanded to become more accessible to non-IT staff. Some technologies, such as analytics and IoT, directly address business management questions. Others, notably cloud, provide support and delivery options that give business units the option of avoiding IT oversight. Even core IT functions, such as storage management (especially with respect to Big Data) and security (particularly with regard to cloud and mobility) are reshaped by system requirements imposed by BDM needs. It is not out of place, as an analyst, to say that Dell has been a little late in recognizing and pursuing the shifting patterns. Regardless, Dell has been a believer of technology democratization and has begun a concerted effort to manage technology chaos with a differentiated customer strategy and drive the ability to scale human capacity. These are very lofty and moonshot initiatives. But then Dell is a founder-led company whose founder is skilled at assembling the proverbial ship piece-by-piece and navigating it through uncharted and occasionally choppy waters.

Dell Technologies differentiated customer strategy is built on four key points:

1. Driving social impact with purpose-driven relationships
2. Creating customer advocates for life by honoring customer loyalty and delivering success
3. Making it easy to do business with Dell by executing on basics
4. Unlocking customer value by leading with insights

Dell’s customer advocacy team is constantly analyzing 9.5K social conversations per day, looks at 33K customer verbatims in addition to its 16K sales team members sharing feedback. Dell’s plan to delivering a seamless and simplified customer experience is not very different from recently announced customer lifecycle experience, aka race track, by Cisco. End goals are the same, approaches are slightly different. But the fact that all suppliers are landing at the same end-state is significant on how the technology industry has evolved.

Perhaps the most important announcement at Dell Tech Summit was its On Demand offering. Dell went to great lengths to explain its genesis and development but it is clear that it a direct response to the growing popularity of HPE GreenLake. Regardless of HPE commanding the media-waves Dell has jumped headlong into the as-a-service, post-transactional market with Dell Technologies On Demand Autonomous Infrastructure available via DT Cloud. Dell is prepared to deliver solutions today and at scale. And it is also within reach of midmarket businesses. Key takeaways of Dell’s On Demand solutions are:

1. On-demand, consumption-based and as-a-service solutions for on-prem infrastructure / services is customizable, integrated across the full-stack for Dell's end-to-end portfolio from edge to core to cloud
2. Dell widened the product of their Flex On Demand offerings for PowerEdge servers and their new PowerOne autonomous converged infrastructure solution (announced at Dell Technologies Summit). With this announcement, Dell’s consumption-based on-demand solutions now cover PCs, servers, storage, CI/HCI, IoT, datacenters, networking and data protection. Ideally applicable for firms with a minimum $250K 3-year contract-value but end-points including PCaaS is available for SMBs (at lower committed contract values).
3. Dell knows how to create simplicity within complexity. Businesses can customize and select their on-demand path from:
   1. Payment: Pay As You Grow, Flex On Demand, Data Center Utility
   2. Services: ProSupport, ProDeploy, Managed services
   3. Portfolio: Edge, Endpoint, Core, Cloud
4. On Demand offering provides two options for channel partners to participate:
   1. Referral fee – 7%-10% on committed contract value including tier credit program benefit. Dell owns and manages the customer. The partner still plays an active role in managing the customer relationship. The referral fee model positions the partner to address the customer’s solution needs, and enhance their customer relationship without having to take on the usage and credit risk associated with offering a pay for use solution.
   2. Resell – Partner owns and manages the customer. Allows partner to uplift base usage charge and earn program benefits including rebates, marketing development funds, and tier credit

Pay As You Grow is for committed workloads. The metering coverage in Flex On Demand includes processor, memory, and GB consumed. Data Center Utility adds metering based on VM and per port. The solution is still in its early stages and Dell views this as a journey rather than a destination. But the offering, in early stages, is finding acceptance at many of Dell’s customers. Scalar (a CDW company) has been configuring on-demand solutions with unlimited scalability for major Hollywood studios.

Relative to the cost of conventional hardware and software, on-demand cloud solutions are generally more cost effective than equivalent CAPEX-based on-premise alternatives, and its OPEX-based billing model works well for cash-constrained SMBs and midmarket firms. Cloud’s ‘as-a-Service’ delivery model reduces the need for individual SMBs and midmarket firms to attract and retain specialized IT staff; scale up as the organization grows, and cloud provides SMBs and midmarket firms that are often unable to maintain refresh cycles with ‘always-on’ access to current technology.

SMBs are not being left out from Dell’s strategy. In fact, small and midmarket businesses are two of the fastest growing segments for Dell. Its small business advisory has witnessed tremendous success but the team is not resting on its laurels. It aims to add 100 more small business advisors in the next one year. Each advisor goes through 160 hours of in-person classroom training. Dell has built a progressive hierarchical advisory structure, based on “needs complexity” to help SMBs learn, identify, buy and deploy technology. Small businesses with specific and simple requirements can also use Eva – a chatbot – to help guide through product selection and purchase.

Techaisle research into SMB approaches to digitalization shows a great belief in organizational commitment to digitalization strategies. 17% of small businesses and 31% of midmarket firms, down from more than 40% two years ago, believe that they are “holistic” with respect to digital transformation – that within their firms, the Internet and digital technologies impact every aspect of the business and are at the core of organizational strategy. Another large proportion of the SMB population – 32% of small businesses, 45% of midmarket firms – report that their organizations are best categorized as “inclusive,” seeing digital as important to the business, but as a relatively minor factor in strategic planning, and not having organization-wide impact. Lesser proportions of both populations see themselves as ‘siloed’ with respect to digital initiatives, but within 19% of small businesses, up from 5% in 2017, digital is not seen as core to their operations.

Pace of digital business adoption within SMBs

To add context to the previous data set, figure below shows how rapid the take-up of digital business within the SMB community has been and is expected to be over the next two years. Overall, SMBs expect 32% of business activities to be digitized by 2021, which will be up from 17% in 2017, nearly double. On average, roughly a quarter of small business and midmarket companies’ operational processes are digitized today: this represents a 51% increase (from 16%) within small business and a 47% (from 18%) increase within midmarket firms over the past two years, with a further 24%-28% increase (to nearly one-third of all processes) expected by the end of 2021. Suppliers selling into the SMB market with a digitalization position/messaging strategy should find a large number of firms looking to accelerate digital business initiatives.

Constraints to SMB digital strategies

A follow-on question about inhibitors found that 30% of SMBs “lack the skills” to embrace digital business practices; nearly as many (28%, rising to 36% in small business) cite staff or management reluctance to change current practices as a barrier to digital business adoption, and substantial proportions of the SMB community also point to “lack of investment capital/budget” (26%, and again, higher within small business) a risk averse corporate culture (24%) and inadequate installed technology (23%). In all, seven different constraints were cited by at least 20% of SMB respondents – highlighting the fact that SMBs face numerous challenges to development and adoption of effective digital business strategies.

Related SMB survey research reports:

US SMB & Midmarket Digitalization Trends

US Midmarket Digital Transformation Trends

US SMB & Midmarket SaaS Adoption Trends

Europe SMB & Midmarket SaaS Adoption Trends 

Asia/Pacific SMB & Midmarket SaaS Adoption Trends

Latin America SMB & Midmarket SaaS Adoption Trends

White papers

Prologue and Epilogue of Digitalization in SMB Market

Digital Transformation for the Modern Midmarket: Red Paper

Future of Work - Interwork: the next step in connected businesses

Digital Transformation & the Future of Reseller Channel

IT provides the tools to support greater efficiency and market engagement. What are the best ways to help the workforce to capture these benefits, and be more productive? The workspace isn’t defined by windows and walls and common area couches. For millions of SMB and midmarket employees, the “workspace” isn’t a physical location – it’s a virtual space defined by access from multiple screens which are used from multiple locations. This is especially true of mobile workers, a category which is increasingly indistinguishable from “workers.” Techaisle data shows that 72% of SMB employees are mobile, 87% of SMB employees use mobile devices to access corporate information.

Workforce enablement

Techaisle global survey found that improving workforce productivity is the second most important midmarket business objective for 2019 and among the top five objectives of small businesses. Data shows that for 42% of SMBs’ improving employee productivity is a priority and 43% of SMBs are using digitalization initiatives for employee empowerment.

There are many factors involved in driving productivity, including management approaches, processes and practices, and collaboration/synergy across activities and functions. But technology is a key contributor to productivity – directly, and through its ability to positively affect processes and internal coordination.

Techaisle research shows that these benefits don’t accrue to all SMBs equally: SMBs that are advanced in their approach to IT (“Enterprise IT”) are about twice as likely to achieve the productivity-enabled benefits than lowest-performing firms, and 30% more likely to realize productivity benefits than the average SMB.

The statistics quoted above show that IT is seen as a source of productivity-enhancing capabilities – meaning, in some way, that IT has ‘permission’ from the business to help drive higher levels of workforce performance. However, improved performance requires a strategy, and in technology matters, this strategy should be driven by IT management. It is important that the IT function be responsive to business requirements, deploying requested technology and delivering user training. There is another role, though, that IT management can and should play: focusing on technologies that are proven to contribute to workforce enablement, deploying these technologies within the organization and working with business staff to ensure that the benefits inherent in the technologies are recognized and captured. This advances the IT function from simply responding to requests to providing leadership in enabling the SMB and midmarket workforce.

Techaisle’s research has identified a number of solutions that are seen as driving productivity within SMBs and midmarket firms – approaches that IT managers can and should explore as they seek ways to connect the potential of IT to demonstrable increases in productivity. Three of these solutions - unified workspace, collaboration, and mobility, are especially important in a technology-dependent economy, and each contributes meaningfully to enabling the workforce.

Unified workspace

‘Distributed,’ ‘remote,’ ‘mobile’ – these are the realities of today’s workforce. In many economies, roughly half of workers are remote for at least some part of the work week.

Increasingly, SMBs and midmarket firms are using technology to provide cohesion within the workforce. Unified workspace solutions, which (in Techaisle’s definition) “provides secure anytime, anywhere, any device access from any web browser with single sign-on and password management for all public and private applications, services and file sources used to run the business” help SMBs to organize workers into connected groups. Techaisle research has found that over 75% of firms deploy unified workspace to support the needs of multilocation and full-time remote or travelling workers. These systems also help IT to deliver on key goals of data protection and mobility enablement. Businesses that have adopted unified workspace technology believe strongly that it contributes to productivity by providing a single workspace from which employees can accomplish majority of their daily work, delivering better access to applications and resources.

Every year or two (or three), a new trend sweeps the IT industry, and breathless coverage asserts that the new phenomenon has arrived fully-shaped to transform technology and/or IT’s role in business strategy. This is, of course, very rarely true. Most trends play out over a long time, and change in technology tends to be incremental rather than revolutionary. For example – it is certainly true that digitalization (and digital transformation) are important issues today, and that they will have a transformative effect on IT and business strategy. But Techaisle research demonstrates, they are a recent highlight in a series of business issues and technology themes that stretch back at least 15 years, from 2003 to 2019.

Key SMB and Midmarket digitalization themes, 2003-2020

As we enter the next decade, it seems that online capabilities and activities are entering a new era. There are still advances to be made in the ‘net’ realm: there is constant pressure to expand the speed of the Internet, enabling it to handle the voracious demands of unstructured content like video, and the rise of IoT and 5G portends a coming tsunami of data from billions of connected devices. However, the key focus of web-based business investment is now less about the ‘net’ and more about the ‘work’: the ways that an increasingly-connected world supports pursuit of previously-unattainable objectives. The most important IT-related development in 2020 will be this focus on connectedness – connected cloud, edge, applications, security, collaboration, workspaces and insights. Internet and the web are the navigation routes that we have been developing since the 1970s; the always-on, everywhere-connected Interwork© platform is the destination that we will be creating in 2020 and for years to come.

This eBook has been written to provide guidance to supply-side management responsible for digitalization strategies that affect sales and marketing of advanced IT solutions to SMBs and midmarket firms. The document is structured into six sections:

1. What’s past is prologue – The Path to Digitalization
2. Closing the gap between business priorities and IT challenges and the rise of digital
3. Business Issues over the years – paving the route to digital transformation
4. The rise of innovation – and digital – as a business focus
5. IT challenges over the years – paving the route to digital transformation
6. What’s future is epilogue: Connected Business

Download the free eBook here