The purpose of a sales force is to bring a company’s value proposition—its “deal”—to customers. That value proposition results in the development of a company’s “go-to-market” strategy, how it will implement that plan. Central to that activity can be a direct sales force, people who meet face-to-face with customers, a typical approach with complex and expensive equipment. For simple products, a catalog or store can suffice, and today even a simple website will do.
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Speed, Accuracy, and Flexibility, IBM circa 1920
The purpose of a sales force is to bring a company’s value proposition—its “deal”—to customers. That value proposition results in the development of a company’s “go-to-market” strategy, how it will implement that plan. Central to that activity can be a direct sales force, people who meet face-to-face with customers, a typical approach with complex and expensive equipment. For simple products, a catalog or store can suffice, and today even a simple website will do.
Maybe the legacy organization actually knows what they're doing
Usually we’re told that improving IT means changing the old organization. I’ve been re-reading The Art of Business Value, and re-came across this, to the contrary:
This way of thinking has always struck me as a little strange. Our goal is to deliver value, to figure out how to meet the needs that are determined by the organization, and yet we consider the organization to be the biggest impediment to doing so.
Maybe the legacy organization actually knows what they're doing
Usually we’re told that improving IT means changing the old organization. I’ve been re-reading The Art of Business Value, and re-came across this, to the contrary:
This way of thinking has always struck me as a little strange. Our goal is to deliver value, to figure out how to meet the needs that are determined by the organization, and yet we consider the organization to be the biggest impediment to doing so.
Maybe the legacy organization actually knows what they're doing
Usually we’re told that improving IT means changing the old organization. I’ve been re-reading The Art of Business Value, and re-came across this, to the contrary:
This way of thinking has always struck me as a little strange. Our goal is to deliver value, to figure out how to meet the needs that are determined by the organization, and yet we consider the organization to be the biggest impediment to doing so.
Maybe the legacy organization actually knows what they're doing
Usually we’re told that improving IT means changing the old organization. I’ve been re-reading The Art of Business Value, and re-came across this, to the contrary:
This way of thinking has always struck me as a little strange. Our goal is to deliver value, to figure out how to meet the needs that are determined by the organization, and yet we consider the organization to be the biggest impediment to doing so.
Maybe the legacy organization actually knows what they're doing
Usually we’re told that improving IT means changing the old organization. I’ve been re-reading The Art of Business Value, and re-came across this, to the contrary:
This way of thinking has always struck me as a little strange. Our goal is to deliver value, to figure out how to meet the needs that are determined by the organization, and yet we consider the organization to be the biggest impediment to doing so.
Maybe the legacy organization actually knows what they're doing
Usually we’re told that improving IT means changing the old organization. I’ve been re-reading The Art of Business Value, and re-came across this, to the contrary:
This way of thinking has always struck me as a little strange. Our goal is to deliver value, to figure out how to meet the needs that are determined by the organization, and yet we consider the organization to be the biggest impediment to doing so.
Maybe the legacy organization actually knows what they're doing
Usually we’re told that improving IT means changing the old organization. I’ve been re-reading The Art of Business Value, and re-came across this, to the contrary:
This way of thinking has always struck me as a little strange. Our goal is to deliver value, to figure out how to meet the needs that are determined by the organization, and yet we consider the organization to be the biggest impediment to doing so.
Eirini - Bringing Cloud Foundry & Kubernetes Together
Eirini For DevelopersFor Developers there are two big wins from Eirini. Firstly, if you want a Cloud Foundry cluster and you have access to Kubernetes but not VMs, Eirini lets you get it and kick the tires really fast. Secondly when you do need or want to pull the escape hatch and drop down to Kubernetes, everything you’ve cf push-ed is available as native Kubernetes objects under the covers. Eirini For OperatorsThe big win from Eirini, though, is for Operators.