Techaisle Analyst Insights

It is stunning to see how much corporate IT realities have changed in the last five years. Today, an increasing proportion of infrastructure is rented rather than purchased, sourced with OPEX funds from remote suppliers. Agility has become the watchword for new automation projects, and acceptable timeframes are no longer calibrated in months. End-users can source applications, infrastructure and other needed services from a wide variety of online resources. And workers are tethered to the corporate infrastructure by their smartphones and tablets, not by the cables attached to their desks.

Most of these changes are attributable in part or in whole to cloud computing. Cloud infrastructure provides the basis for OPEX-based, flexible-timeframe infrastructure rentals. SaaS providers are able to deploy new automation in hours rather than months. Mobility is not really a discrete initiative so much as it is a key attribute of ubiquitous infrastructure. And IT now competes for corporate IT influence and budgets – it is no longer the “final word” on IT/business solution strategies.

Spurred by these changes, Techaisle conducted a unique survey of SMBs. To better reflect the reality of distributed IT influence and authority, we surveyed roughly equal numbers of business decision makers (BDMs) and IT decision makers (ITDMs), asking both groups to provide a “360° perspective” on the critical IT/business trends within their organizations. Key findings from the cloud adoption research included:

1. Why is cloud being used by SMBs: In many organizations, cloud may have first been introduced as a means of reducing CAPEX and/or overall IT costs, but today, it is viewed by SMBs as a means of increasing business agility and of introducing capabilities that would have been cost or time-prohibitive to deploy on traditional technology. Companies in the “middle” of the SMB market – those with 50-250 employees – emphasize the ability of cloud to make IT staff more productive, while smaller and larger organizations are primarily interested in enabling business staff.
2. Who is driving cloud adoption: Techaisle’s research shows that ITDMs are primarily responsible for cloud’s platform technologies – IaaS, and virtualization and mobile device management – and that they share authority for SaaS with BDMs. However, the capabilities based on these foundational technologies – mobility, Big Data, BI/analytics, collaboration and social media – are largely directed by BDMs. BDMs also have taken a leadership role in the solution process steps  (need identification, strategic and operational planning, even evaluation) that lead to a sale. ITDMs retain responsibility for deployment and training, but optimization is now also primarily the responsibility of BDMs.
3. What kinds of cloud are in use: Our research shows that SMBs use a mix of public, private and hybrid clouds – and that organizations often use two or three of these approaches simultaneously. The data suggests that the cloud deployment process starts with the business requirement, and moves back to the deployment model – rather than starting with a platform, and expanding across incremental workloads. If cloud selection is not a “religious issue”, then accounts are not won or lost at a single platform decision – they are won or lost on a workload-by-workload basis.
4. When will cloud usage patterns change and how: Our analysis demonstrates the coming dominance of hybrid as a delivery model – which drives increased demand for both public and private cloud as well – and projects high-growth forecasts for cloud storage, data backup and cloud security at a workload level, and for vertical applications, content publishing, CRM and BI/analytics in SaaS.
5. Roles and responsibilities through the cloud security process: A troublingly-substantial proportion of small businesses either does not know who is responsible for specific security activities or believe that the requirements do not apply to their businesses, and both small and medium businesses demonstrate an over-reliance on cloud suppliers.
6. Attributes of successful cloud solutions: Techaisle's survey results clearly demonstrate that small and medium businesses view support for mobility (and information access generally) as a key attribute of cloud success. Small businesses are also focused on the inherent cloud capability to deliver backup, continuity and disaster recovery, while mid-market firms view access to scalable compute and storage resources as a key cloud success attribute.  BDMs view continuity/backup/DR (and security) as key cloud deliverables – likely, as a result of a need to bridge the gap between setting policy and managing security processes while ITDMs demonstrate relatively acute interest in whether their cloud providers can deliver integration with physical systems and support for managed IT environments.
7. Key inhibitor in using cloud: Security and control over data are two key inhibitors for accelerating the use of cloud, but the data indicates that BDMs can be persuaded that cloud contributes to better security.

In a parody of Start Trek, Silicon Valley technology companies describe their business goal as “Scale, the final frontier…”.  Mid-market companies, defined as those having 100-2500 employees, may indeed provide an opportunity to emerging technology vendors to scale their business. According to Techaisle, a market research firm, these 800,000 global companies spend $300B on IT and are sought after by technology vendors big and small. In the last decade, technologies such as Cloud, SAAS and Virtualization have reached scale with a large number of mid-market companies as early adopters. Intuit, Salesforce.com, NetSuite and Amazon are just a few examples of companies who have relied upon mid-market companies as a key building block for their business.

What does this mean for Big Data? To find out, Carpe Datum Rx spoke to “SMB Guru”, Anurag Agrawal, CEO of Techaisle and the former Head of Worldwide Research Operations at the Gartner Group. Techaisle recently talked to 3,300 global businesses about their Big Data adoption plans. Here is an excerpt from our discussion.

The SMB Market is considered the Holy Grail for technology vendors because it is hard to penetrate. Does your research show that mid-market companies will adopt Big Data before large enterprises do? Are they the early adopters of this technology?

Yes, you are right the SMB Market is the Holy Grail as it is hard to penetrate but with the highest potential. To elaborate, there are slightly over 70 million small businesses and 800,000 mid-market businesses worldwide. They constitute over 97 percent of the business segment. And their collective IT spend is projected to grow by 6.5% between 2013 and 2016 which is quite a lot faster than the Enterprise segment. To really identify the SMB segments and their type of technology spend is a mind-numbing exercise due to the sheer volume of data points. This is compared to the enterprise segment where there are fewer companies and larger dollar amounts being spent.

To answer your second question about whether mid-market businesses will adopt big data before large enterprises, let us look at some facts. Cloud computing started as an enterprise play, however, it was quickly discovered that SMBs would be the more relevant target segment with a faster path to adoption. Similarly, as enterprises adopted Virtualization, vendors shifted their focus to the SMBs with some very creative solutions. Mid-market companies, defined as those with 100 to 2500 employees could certainly be the early adopters of Big Data. We recently did a study where we surveyed 3,360 mid-market businesses worldwide covering all regions – North America, Europe, Asia/Pacific and Latin America. What we found is that the promise of superior data-driven decision making is motivating 43 percent of global mid-market businesses to at least look at Big Data technology. And above all, 18 percent of mid-market businesses are now investing in big data related projects.

In the mid-market segment, there is also a competitive imperative to understand customers, create innovate products and improve operational efficiencies. They are not burdened with too many silos and large legacy systems deployments. The absence of large legacy systems is an important point to consider because it makes mid-market businesses more agile to implement new types of solutions that solve their business problems. It is expected that in year 2016, global SMBs would spend US$3.6 Billion on big data solutions exhibiting a growth rate that is faster than what was exhibited by cloud computing solutions.

We understand that you cast a very wide net to get your 43% number. Is there a consistency in the sentiment on big data across different parts of the world? 

Yes, we had to cast a wide net to really understand the adoption and trends within mid-market businesses. And yes, there is a difference across geographies and employee sizes. North America has both the largest market and the highest level of adoption in Big Data overall. In terms of actual deployment activity, the market grows in relation to the size of the companies. Additionally, mid-market business attitude towards Big Data transitions from “Over-Hype” to must-have technology with the increase in employee size. Let me give you some examples. A small-to-mid-sized bank is developing a Proof of Concept for fraud analytics. Another example is of a small advertising agency that is trying to deploy digital advertising analytics. So big data is not only within the radar of enterprises, the same problems exist across all sizes of business, only the volume of data, available budget and the required simplicity varies. The problem is that we all get caught up in technology which instills a sense of fear. We have to shift the conversation from technology to solving business problems.

Big Data adoption is often stalled by a lack of knowledge or understanding of the technology and its capabilities. Do mid-market companies have a better understanding of this technology than large enterprises? Do they have an advantage over large enterprises in implementing effective solutions?

You are right. Three things – Technology, Resources and Data are the biggest roadblocks for big data project implementations within mid-market businesses. In recent years technology and technology options have evolved extremely rapidly for an average business to understand, evaluate, purchase and implement. Big data is no different. Mid-market businesses consider big data as very complex resulting in very steep learning curves. The complexity gets further exacerbated with lack of experience, lack of skilled manpower and innate difficulty in identifying external consultants who would be the right fit for their big data business objectives and budget availability. In spite of challenges, the study shows that there have been some successes when business units, IT & data analysts exhibit extraordinary alignment.

Our study shows that mid-market businesses typically start their big data journey in one of four ways and the highest success rates have been achieved when IT and data analysts work with external consultants from project inception. It is still very early days for these businesses to fully embrace big data but the seeds are being planted. And we believe that these businesses may very well race ahead of enterprises with their deployments as technology becomes simpler and consultants become experienced. As we like to say it, SMBs could be the path to big data simplicity.

You talk about the linking of structured and unstructured data. Why is this problem so important compared to all the others? 

The issue of analyzing data from diverse sources leads a mid-market business to naturally consider linking structured and unstructured data. If we look back, CRM solutions had first established the need for analyzing customer data. However, the data was mostly two-way transactional structured data. This changed when customers began visiting business websites to explore, browse and perhaps make purchases thus leaving behind a trail of information. And everything changed with the onset of social media, blogs, forums, wikis and opinion platforms where the identification of false positives and negatives became difficult and knowledge about the customer and resulting segmentation became an inaccurate undertaking. Big data analytics presents the possibilities of connecting together a variety of data sets from disconnected sources to produce business insights for generating sales, improving products or detecting fraud. Thus the importance of linking structured and unstructured data to analyze social media data, web data, customer and sales data along with click-stream machine generated data and even communications data in the form of emails, chat, and voice mails. But extremely limited expertise creates a major challenge. If they can figure it out, one-fourth of mid-market businesses say that they will use big data as an integral part of their overall analytics efforts. The possibility of analyzing a variety of data producing action-driven business insights is too big to ignore for mid-market businesses.

How are big data projects getting started globally? Are they championed by LOB managers? Are they getting adequate support from executive management? Are customers demanding it?

The study reveals that the initiators are marketing, finance or operations and the ultimate user of the analytics is the business user. Big data requires a new type of alignment between business heads, namely, marketing and finance (main drivers of big data projects), IT and a completely new set of players known as data scientists or data analysts. As I mentioned before, once the decision is made mid-market businesses show an extraordinary alignment across departments. Our study shows that mid-market businesses typically started their big data journey in one of four ways. However, the highest success rate was achieved when an external consultant or organization was brought in to develop proof of concept, advise on database architecture and ultimately develop the big data analytics solution right from the moment of project inception.

What is one piece of advice or Carpe Datum prescription can you share for our members?

You have adopted cloud, you have adopted mobility, you have adopted social media so do not be afraid to develop Big Data analytics proof of concepts. Do not ignore big data just because of perceived complexity and big data solution providers’ inability to create bite-sized messaging that directly address pain-points. Do not forget that business intelligence has now become one of the fastest solutions to be adopted by SMBs and mid-market businesses. If done right, big data will address three key pain points: Increased sales, More Efficient operations, Improved Customer service.

Techaisle’s recently completed study on SMB IT Decision Making Authority: ITDM vs. BDM, examining the balance in SMB IT decision making authority between IT decision makers (ITDMs) and business decision makers (BDMs)  shows that BDMs are becoming increasingly involved in SMB cloud and security management processes. In 76 percent of SMBs BDMs have active roles in cloud security and in a whopping 87 percent of SMBs they are active in mobility security management.

Techaisle’s SMB IT Decision Making Authority: ITDM vs. BDM report provides data to substantiate a common theme: business management is taking a more active role in IT acquisition, deployment and management. This is especially true in cloud and mobility as BDMs are able to directly procure systems that support their business needs (such as CRM systems used by sales management) – avoiding IT’s processes and timeframe for deployment, and in some cases, avoiding input from IT altogether.

When we speak to ITDMs or IT suppliers who work with IT managers we are often exposed to the counter-argument against this newfound BDM freedom: that without effective IT oversight, cloud systems can become disconnected from the corporate IT infrastructure, creating silos of data, and potentially, security, audit, compliance and privacy risks.

To obtain insight into this issue, Techaisle asked survey respondents to identify who (by area of responsibility) has primary responsibility in each of 10 cloud security areas and 12 mobility security areas. Looking across both groups, we see at a glance that in both the small and mid-sized businesses business management is viewed as a source of access policy but the management of the security process is largely the preserve of IT.

Comparing Cloud and Mobility Security Management

The study shows that there are three key players in managing cloud and mobility security within SMB organizations – Business Management, IT Management and Service Providers. Business management involvement is higher than IT management in mobility security, 87 percent vs. 68 percent. Drilling down into the data we find that SMB BDMs take an active role in five out of twelve mobility security areas and have primary responsibility in seven security areas.

On the other hand, SMB BDM involvement in cloud security management is 76 percent which is almost same as ITDM at 78 percent. But unlike mobility security management, BDMs are actively involved in three cloud security areas and have primary responsibility in only one security area.

Within the mid-market businesses, IT management has a higher percent of involvement than business management for both mobility and cloud security administration. ITDMs actively participate in five of twelve mobility security areas and five of ten cloud security areas.

The above data does not imply that BDMs and ITDMs are not involved in all security management areas; in fact, they are but the roles and responsibilities shuttle between the two principle SMB custodians.

Comparing Small and Mid-market Businesses for Cloud security management

Drilling down into the cloud security management process only, the data reveals that BDMs are responsible for setting access policy in over 60 percent of cases – but all other steps in the process are primarily the responsibility of IT but with involvement from BDMs, from user authentication to ensuring consistency with audit, regulatory and compliance requirements and to ensuring that backup is regular, effective and testing.

When we turn our attention to the mid-market businesses, the first finding that leaps out at us is the more prominent role played by business management. In nine of the ten cloud security activities covered in the survey, medium business respondents report more non-IT management involvement than their small business peers – and in one step in the cloud security process (ensuring consistency with audit, regulatory and compliance requirements) medium business BDMs have similar level of responsibility as ITDMs.

Role of Service Provider in Securing SMB Cloud and Mobility solution deployments

Survey data presents a very interesting dichotomy about the role of service providers in securing SMB cloud and mobility solution deployments. Service providers are involved in 47 percent of SMBs for cloud security which is 35 percent higher than their involvement in mobility security. But for mid-market businesses they are 50 percent more involved in mobility security than cloud security. Out of the twelve areas, key roles played by service providers for mobility security are “Authenticating user identities” and “Deploying and updating malware and other security technologies on corporate-owned endpoint devices”. Within the ten different cloud security areas, service providers are most involved in “Safeguarding against unauthorized access” and “Authenticating user identities”.

It is interesting to note that both small and mid-sized businesses rely on cloud suppliers through the security process – interesting primarily because (as the saying goes) “you can’t outsource responsibility”. SMBs are free to rely on cloud suppliers for assistance through the cloud security process, but if/where there are breaches or other issues, the responsibility still rests with the business, not with the supplier. Techaisle believes that the proportion of SMBs –both small and medium businesses – who report that their cloud suppliers have responsibility for one or more cloud security activities should take a closer look at whether and how they might separate responsibility (which is a management requirement) from delivery (which may well be best outsourced to a cloud vendor). Here again, SMBs require guidance from security specialists to align practices with requirements.

Details about the report can be found here

Related research:

2014 SMB & Mid-Market Cloud Computing Adoption Trends

2014 SMB & Mid-Market Mobility Solutions Adoption & Trends

Michael Dell is one of the very few CEOs I know that walks the hallways with almost no posse of overprotective PR and communications personnel. It was therefore no surprise that in my meeting with him he walked into the room unassumingly and on time to discuss his vision and focus on the Emerging Markets.

Much has been written about how happy and relaxed he looks after privatization. For me, however, the tell-tale signs of tranquility and a zip in his walk first appeared two years ago when he announced Dell’s intent to be an end-to-end solutions provider for businesses of all sizes. He had a roadmap to reach the flag at the end of a long, unpredictable race-track. And he knew that he was at the starting gate with the right set of acquisitions. He just had to make everyone believe in Dell.

Fast forward to present, privatization has emboldened Michael Dell and his entire leadership to take their message on the road that the new Dell is “100% customer focused, providing best value, ease of use & flexibility” aligned to the four tenets of Dell solutions – Transform, Connect, Inform, Protect.

Michael Dell is “Investing to Accelerate” around five key areas, one of which is the emerging markets, the topic of our meeting.

1. Invest to expand solution offerings (R&D plus M&A plus Venture Fund)

1. Enhance & Simplify customer experience

1. Increase pressure in emerging markets around the globe

1. Grow PCs, tablets and virtual computing services

1. Expand sales force and channel relationships to better serve and support customers

Dell as a company made several major announcements at its recently concluded Dell World 2013:

• Public cloud ecosystem partnerships with Google Cloud, CenturyLink, Microsoft Azure

• Dell Red Hat OpenStack partnership for co-engineered enterprise-grade OpenStack private cloud solutions

• Partnering with Dropbox to enable businesses and their employees work in a mobile work-environment while providing the security and manageability with Dell’s data protection solutions

• Dell FluidCache for  SAN storage delivering over 5 million IOPS in a converged infrastructure of storage, server and networking

• Revamped PartnerDirect program giving partners bigger profit opportunity than ever before – access to tens of thousands of Dell accounts

• US$300 million Strategic Innovation Venture Fund to help identify, fund and fuel visionary technologies that anticipate and address future IT needs

Not all of the above announcements are applicable to and can be used by businesses in the emerging markets immediately. Therefore, I began our conversation by asking him if there is a difference in his strategies for established and emerging markets and what top characteristics defined his emerging market strategy.  Michael Dell recognizes that in many emerging market countries, there are essentially two markets (upgrade in automated environments, greenfield in businesses that are not yet automated) and therefore he has to gear up to address their needs accordingly and investing in localization of products and services for the emerging market buyers.

Looking back at my discussion with Michael Dell, I see one strategy but three approaches that are critical to Dell’s growth in emerging markets.

PC Led Go-to-market Approach

Regain its hegemony in end-point devices (excluding smartphones): by building innovative end-user computing products at extremely competitive prices. In countries like China, India and Brazil. Dell is aggressively opening its own Dell stores for customers to experience the products first-hand. Michael Dell does not view todays IT landscape as a post-PC era. He reminds me that when the term was first coined in 1999, approximately 100 million PCs were sold, but in 2012 over 300 million were sold, defying the very notion of the PC fading from view. “It certainly is not a post-PC era”, he insists.

Techaisle Take: It is certainly the right entry-point into most businesses. With global PC market slowdown, PC market penetration will continue to be driven by emerging market countries with new business formation and increase in PC to employee density. Our research shows that there are 1.26 billion addressable households in emerging markets but only one in four have a PC. Similarly, there are 44.7 million SMBs in emerging markets, but only two in five have a PC. Both of these figures indicate a huge opportunity for new PC sales as there are still 26.4 million SMBs and 994 million households that have yet to buy a PC – a huge gap indeed. Dell will need to exert more pressure than other PC OEMs in terms of customer pull: creating demand through marketing, and relying on its own stores and channel partners to close prospects after they are engaged.

Many of the emerging market countries are embracing mobility faster than established markets which create unique challenges for Dell to push its Tablets in the face of high adoption of Android and iOS devices. Market share of Android and iOS tablets vs. Win8 would seem stacked against Dell but one should not discount Dell’s expanded tablet portfolio including Android OS and Dell Chromebook plus well-received Win 8.1 tablets. Dell also has had emerging market success with Dell Wyse cloud clients and new opportunities with ultra-mobile cloud devices (Project Ophelia/Dell Wyse Cloud Connect) – all of which create customer entry points for Dell. Additionally, Dell’s mobility strategy extends beyond Dell-branded devices and includes software and services to ensure that any device is secure, manageable and reliable, part of the end-to-end solutions strategy.

Channel Partner Led Go-to-market Approach

Grow with channel partners:  Channel partners are the essential cogs of the IT landscape, especially for the SMBs that are so important to PC growth – and this is truer in the emerging market countries than established markets. Dell plans to continue to recruit channel partners that align with Dell’s value proposition and can add business value to a customer’s needs by giving the customers choice of best-of-breed solution components. The recent announcements of the revamped PartnerDirect program and the corresponding re-organization of its channel organization were made to address the changing needs of the channel partners across all geographies. Apart from growing the channel base, Dell is also planning to increase spending on sales/marketing within the emerging markets thereby creating enough pull in the marketplace to enable channel partners not only sell more but also sell more effectively within and across its channel friendly solutions - PowerEdge VRTX, Storage, Networking, Software, Thin Client, Workstations, and SecureWorks. However, not all solutions, especially, software solutions, can be sold without proper localization; Dell recognizes this, and is investing in R&D to make sure that products and solutions are enabled for the emerging market countries.

Techaisle Take: As per Techaisle research there are over 340,000 channel partners in emerging market countries. To support growth Dell has to have a rich landscape and integrated fabric of channel partners that are moving in unison with Dell as its trusted supplier. As Dell moves to create better alignment with the channel, it needs to be mindful of two interesting changes that are occurring within the emerging market channel partner community – members now refer to  themselves as solution providers, (not as VARs, SIs, or resellers), and they have started calling their customers “clients” much like a consulting organization would do. To be successful in emerging markets channels, Dell has to capitalize on these changes. It also has to quickly develop a timeline for the roll-out and implementation of its new PartnerDirect Programs and Incentives for countries outside of North America. Dell may not be able to make bold statements of how many accounts have been opened up (similar to the US) for collaborative sales efforts with channels but at a minimum it has still to identify named accounts that are being transitioned to channel-led, and a compensation accelerator to incent direct sales force to work with channel partners.

Solution & Services Led Go-to-market Approach

Provide end-to-end solutions for businesses of all sizes: No end-to-end solution portfolio is complete without software and applications. After a long slog, Dell software is finally coming together with its systems management offerings covering BI for IT, mobility management, data center management, cloud management as well as “connected security” that reduces the seams in a customer’s infrastructure. The software solutions are being complemented by Dell Services (which was given more visibility at Dell World than ever before, with keynote sessions led by services). Dell has achieved some great successes in countries like India within the healthcare segment, but it has still a lot to work on. In emerging markets as in North America, the mid-market segment is the primary target for Dell’s end-to-end solutions.  As Michael Dell said, “it is not easy to put feet on the ground effectively and uniformly across all countries”. He also said, “Many new change vectors are going on and Dell has the ability to understand where the puck is going”. Taken together, we at Techaisle view these statements as outlining an approach where Dell will commit resources selectively to high-growth segments within the emerging economies.

Techaisle Take: Dell is almost at the finish line with its converged solutions that include storage, security, servers and networking, the services needed to deliver end-user solutions that help businesses compute in environments with pervasive data access. Growth in sales of this type of sophisticated solutions in emerging markets cannot be cracked without the support of channel partners. Dell has to articulate a message that serves the needs of customers of hybrid solutions that combine server, storage and networking hardware with systems management and security software to seamlessly support application delivery, data protection and backup. By offering a wide range of product types, and focusing on making the selling motion as clean as possible, Dell can enable its partners to focus on customer requirements rather than product silos.

One early indication of the force of this direction is the fact that Dell has finally been able to put a stake into the ground with its cloud strategy. To put forth the point more forcefully Michael Dell said, “When you go with Cloud, go with Dell”. Dell’s mobility strategy has also started to take shape with aggressive roll-out of devices and its EMM (Enterprise Mobility Management) solution that includes both end-point and container management. Dell is still working on its Big Data/Analytics strategy. But more importantly, Dell clearly hits 7 out of Top 10 2014 SMB IT priorities and addresses 7 out of Top 10 2014 SMB IT Challenges. It is also in a strong position to speak to the Top 10 2014 SMB Business Issues.

Final Techaisle Take

Emerging markets are more complex than we usually imagine, having a mix of mature and very immature segments based on local infrastructure. For example, Tier 1 cities are akin to US as a country – they are advanced in their infrastructure development and employment and have a high GDP while Tier 4 cities are fast developing, less populated, in some cases even rural. When we analyze our SMB (a segment that Techaisle tracks globally) survey data across cities we see that SMBs in Tier 1 cities are the early adopters of cloud whereas Tier 3 and 4 cities although aware of cloud are constrained in their adoption by channel competency and vendor penetration. Reliable and high quality bandwidth is a critical factor in bringing the benefits of cloud to local business, one that underscores the importance of central government investment in telecommunications infrastructure and Internet access. Dell recognizes these challenges and short-comings, and the new Dell is primed to aggressively address the challenges.

There is yet no clear leader in the emerging markets in cloud, mobility and Big Data solutions. Specifically with respect to the SMB segment and the channel partners that serve it, the new IT solutions of cloud, mobility, social media, virtualization and analytics are rapidly moving SMBs from enablement to empowerment. Using technology, SMBs are reaching their full potential in the shortest period of time possible. The process of an SMB’s growth and steps to absorb IT are no longer steady and predictable as compared to five years ago. Understanding the drivers of SMB transformation and the relevance of cloud-based IT, and marketing to both customers and channels accordingly, will be critical steps in enabling Dell and its channel partners to achieve market success.

Over the last 2-3 years, Dell has heavily expanded and calibrated its enterprise solutions capabilities and more recently doubled down on further investment in its PCs and Tablet business. As the company has adjusted the levers of these key drivers for its business, it appears that these two critical areas for Dell are coming further into balance. Post-privatization Dell has begun the process of finding its feet on the ground and it knows where it wants to land. It will be a year before we will know if Dell has managed to land firmly or has caught the slippery slope.