“It was not like we went from three days to two days to one day. We went from three days to 18 minutes immediately. It was like flipping a light switch.”
Original source: Dell EMC Merger Required Its Own Digital Transformation Program
“We divested Dell services. We divested [VMware’s] vCloud Air, and really began to clean up the portfolio to drive forward Michael [Dell’s] vision that the world is going to need an essential infrastructure company. It might not be the sexiest play in IT, but absolutely at the end of the day, all this stuff has got to run on something. We’re proud to be that something.”
Original source: Dell Technologies’ “essential infrastructure” strategy
“In a major initiative to streamline Dell EMC’s infrastructure product road maps and go-to-market speed, the company is ending its Converged Platforms and Solution Division and moving its hyper-converged and converged infrastructure teams into Dell’s core server and storage business units.”
Original source: Dell EMC Restructures Infrastructure Organizations To ‘Streamline’ Product Road Maps, Speed Go-To-Market
Integration talk, plus the idea of IT becoming BT: “business technology.”
The Austin airport is full of Dell signs, as you can imagine. If you squint, you can spot my company’s logo up there, Pivotal.
After Dell Software’s expected sale is completed this fall, its new private-equity owners will separate some of the divisions — including Quest Software and SonicWall — into independent companies.
This is similar to how Novell was divided up under Attachmate.
Related, see this summary of comments around the plans for VMware in Dell Technologies.
Source: Quest Software, One Identity To Operate Separately From SonicWall After Dell Software Sale
“Dell Cloud Manager v11 features new state-of-the-art distributed blueprint support based on the TOSCA standard, simplifying portability and management of cloud applications and services throughout their lifecycle. New support for Windows Azure Pack and enhanced support for Microsoft Azure give Microsoft customers the first independent unified solution to centrally manage their combined private and public cloud environments. New automated scaling and recovery capabilities also provide added efficiency, helping to better satisfy service level requirements.”
New Dell Cloud Manager Release Simplifies Management and Consumption of Cloud Services Across Organizations
There’s a quick overview of Dell’s new “we do all of IT” marketing push up. They’ve got their cloud management strategy in play:
The company doesn’t have its own public cloud infrastructure, but it’s happy to help set up a private cloud or link a customer to one of the major public clouds, such as those offered by Amazon, Google or Microsoft, and run it all for them. And if they want to run it themselves? Dell can build the software needed to manage all of those clouds in one place. Security concerns means that businesses will always need to maintain some level of in-house IT architecture, which needs to be maintained. Dell wants a piece of that action, even if the overall pie is shrinking.
And it looks like they’ve been growing account sizes (a possible indication that they’re selling more new stuff, not the same old stuff):
The company recently [back in Sep 2014] said that the aggressive strategy was paying off, with new lines of business within existing Dell accounts up 175% in North America for the quarter ending April 30, compared with the same quarter last year.
In an interview with their new hardware CTO, you can peek into what they’re thinking beyond “computers are awesome,” among other comments, e.g.:
“There’s been an interesting transition happening in the market where things used to be a web economy, and it’s in a transition to becoming an application economy. I would say that today we’re seeing an API economy. Customers’ focus isn’t necessarily on developing applications. Many do, but it’s really about how quickly can you tile together a service through the integration of multiple APIs from services that already exist?”
Dell’s problem in expanding their business has typically been, ironically, not getting low level enough to explain the “how” and “what” of their new stuff. They’re often big on “why” and end-result instead. I’d get all excited when they’d stoop down into the stack as their last hardware CTO was prone to do in recent years.
Having helped put together software and cloud strategy a few years ago when I worked there: I hope it works out for my old pals in Round Rock.
“Are you Future Ready?”