The New Virtual Organization World
It's a New Principled World, It's Virtual, and It's Organized
I am constantly bombarded by promotional emails and requests from Cloud Service Providers who either want to offer their services to VOMI et al. or want to partner with us in some other capacity (such as a personal or VOMI endorsement of their organization or some of their solutions and services) since I am the founder of the virtual organization management discipline pioneered since 1997 and VOMI (Virtual Organization Management Institute) is the world's preeminent authority on virtual organizations and virtual organization management:: an Architect of The New Virtual Organization World.
Regrettably, I turn down all such requests no matter how lucrative or mutually beneficial these endorsements or partnerships could prove to be in the short run.
And why is that, you might say? The reason is simple: These Cloud Service Providers are out of their league. Let me explain!
But that is easier said than done! NONE of these Cloud Service Providers can execute and there are many reasons why - I'll tell you later.
Being able to harness the tremendous, marvelous and explosive power of The Cloud is indeed a very sexy proposition. In fact, many Corporate Executives have seen their personal fortunes and career rise due to their ability to understand and try to exploit the powerful potential of The Cloud. Microsoft CEO Satya Nadella is an excellent example and representative of this new breed of corporate executives who owe their current success to this realization.
However, that being said, when it comes time to execute, all they can do ::and are doing:: is, throw a lot of money at trying to develop the latest and sexiest "Virtual Infrastructure" solutions and services (now called "The Cloud") and to keep burning cash in the hope that their Cloud Service will eventually gain sufficient global traction, enterprise acceptance and adoption, and market share in order to become profitable.
An Example of Cloud Service Provider Wishful Thinking vs. Reality
Fast forwarding to today, June 22, 2017: the same (exact) prognosis applies to the new Intralinks as a business unit of Synchronoss.
I am sure that, by now, the Synchronoss Leadership Team has already figured that out on their own since Chairman Stephen Waldiss who had previously relinquished his CEO title after the acquisition decided to resume his former position as CEO of Synchronoss (regardless of the official reasons given for the former CEO's departure). As well, the Synchronoss 2016 annual report, under PART I >>> Item 1. BUSINESS >>> Competitors >>> Over The Top Providers and Analogous Service Providers :: and Item 1A. RISK FACTORS >>> Risks Related to Our Business and Industry >>> As we continue to pursue new enterprise customers, our sales cycle, forecasting processes and deployment processes may be less predictable and require greater time and expense :: (i.e., the need to educate their potential customers, etc.) :: alludes to the sort of future challenges from the pending Intralinks acquisition that Synchronoss must surely now be experiencing. The financial cost of educating these enterprise customers is just too expensive.
Moreover, providing this education in-house "in order to increase your chances of making a sale" is a terrible drain on human resources.
Although I am quite sure that the Synchronoss Leadership Team is not at all a happy camper about having had to saddle Synchronoss with almost $900 million in debt for the Intralinks acquisition in order to learn that lesson.
Here Is the Good News for Cloud Service Providers
A Virtual Organization World Trend
Here is the reason why: This digital transformation of business across the globe; this exploding supernova of technological innovation; this development of a highly mobile and virtual workforce; this Internet of Things (IoT) and its amazing potential; and this need for the development of a virtual infrastructure (now called "The Cloud") in order to marshal and harness all these forces into one single cohesive and highly disciplined unit, ARE ALL PART OF A TREND that is leading toward a World of Virtual Organizations across the globe: The New Virtual Organization World.
However, that being said, People and Technology alone are NOT enough to get us there to The New Virtual Organization World. They only represent One Side of The New Virtual Organization World Coin.
The Other Side of The New Virtual Organization World Coin
Otherwise, the Cloud Service Provider is just one out of hundreds trying to compete for their enterprise business.
Therein lies the Big Disconnect with ALL these virtual infrastructure "Cloud Service" providers.
Hence the reason why I earlier stated that these Cloud Service Providers are out of their league. Their people are NOT seeing the Big Picture. They are only offering a One-Sided Coin to their prospective clients. When these prospective clients flip that coin over to the other side, it's blank and, instinctively, they know that they can't really buy anything with a One-Sided Coin.
The Other Side of the Coin Solves the Business Transformation Credibility Factor
- A cowboy sitting on a horse trying to educate another cowboy sitting on a horse on the benefits of owning and purchasing an automobile.
- A bunch of "brick-and-mortar executives" trying to sell "virtual organization tools" to other "brick-and-mortar executives."
- Just another arms dealer trying to sell to a bunch of natives the latest and most sophisticated weapons for the right price. The sale involves a nice demonstration of the weapon's capability and, once the deal is closed, the arms dealer moves on to the next village. (The natives are never offered the opportunity to obtain military training at West Point Academy, Naval Strike and Air Warfare Center, Naval Special Warfare Training Center, United States Air Force Academy, etc., for the simple reason that it's not something that arms dealers specialize in or have anything to do with. Their only job is to sell you the latest and deadliest weapons using their most effective power of persuasion. What people do with these weapons, and whether or not they learn how to make effective use of these weapons, is none of their business.)
- Just another shrewd and opportunistic business person trying to ride this new wave of "Business in the Cloud" opportunities - who will say or do anything from a cost-and-benefits standpoint in order to get their business.
In fact, by virtue of being the world's preeminent authority on virtual organizations, I can state, with absolute certainty, that NONE of the members of the Executive Leadership Team of these Cloud Service Providers are actively using their own virtual collaboration tools on a daily basis :: or know how to make effective use of these virtual infrastructure tools and services.
And if you happen to be a member of the Executive Leadership Team of one of these Cloud Service Providers, rest assured that you are NOT alone and this is neither a personal indictment nor an attempt to cast any aspersion on Cloud Service Providers and their members. That is just a fact of life at 99.99% of every single corporate enterprise worldwide.
How to Offer the Other Side of the Coin
Virtual Organization Management Institute, the one and only such solution provider anywhere in the world, offers a Learning Partners License to organizations who qualify for and seek to take advantage of this opportunity.
This single license will transform your entire operation from both a Revenue and Cash Flow basis and turn your Cloud Service investment into a blockbuster transaction.
As a brief reminder, I am the founder of Virtual Organization Management Institute ("VOMI") as well as the founder of the virtual organization management discipline pioneered since 1997. Google the words "virtual organization management" on any search engine and, in all likelihood, the very first few links will lead you to my name or a VOMI-related website.
At the risk of sounding arrogant, I will not attempt to try to sell or convince you on the value and benefits of this license. I've already done my homework. Now I expect you to do yours.
Learning Partners License information. Brainstorm on your own in terms of how this can be a game changer for you and your organization as well as your former, current and prospective enterprise clients. Then map out a strategy on how to approach the powers-that-be in your organization for a second brainstorm session.
SECOND, Brainstorm with the powers-that-be in your organization including key members of the Executive Leadership Team. I am perfectly aware that, for some of you and depending on the size of your organization, this decision or ability to brainstorm with members of the Executive Leadership Team may be way above your pay grade but nonetheless it's worth a good diplomatic try since the ultimate decision rests with them.
THIRD, Proceed with the VOMI Learning Partners License application in accordance with the application instructions.
The Holy Grail - A World of Unlimited and Lucrative Business Opportunities
As well, I highly recommend that the appropriate members of your Executive Leadership Team consider membership in one or more consortia listed on the VOMI home page: Virtual Campus Dormitory Consortium :: Virtual Residential Community Consortium :: The New Virtual Organization World Consortium.
Let US Manifest!
About Author: Pierre Coupet, CEO & Q of Virtual Organization Management is the founder of Virtual Organization Management Institute (VOMI), VOMI Virtual Organization Academy, VOMI Global Think Tank, and Virtual Organization Recruiter:: founder of the modern virtual organization management and virtual organization recruitment disciplines pioneered since 1997:: founder of League of Extraordinary Virtual Organization Executives:: and Architect of THE NEW VIRTUAL ORGANIZATION WORLD Collection. Contact directly at email@example.com; or via CHAT.
Copyright 2007-2017. Pierre Coupet. VOMI. Virtual Organization Management Institute. VOMI Virtual Organization Academy. Virtual Organization Recruiter. VOMI Global Think Tank. All rights reserved. Cannot be reproduced without permission.