Mobility Challenge Within System Integrators in C#.NET

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Mobility Challenge Within System Integrators
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An interesting and little-known challenge exists within the mobility industry in particular, the portion of the industry that deals in 80211 mobility Mobility system integrators are under increasing scrutiny to maximize the return on their investments of time and capital The challenge for mobility technology providers, and end users, is that system integrators are increasingly moving mobility into a nice to have status within their organizations, for several reasons, including the following: n n n Profitability Zero sum talent pool Bigger bet, more sales
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Profitability
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Unified communications (UC) and data center programs are huge at every level, from the technology providers such as Cisco, Juniper, and Brocade, within the ranks of the system integrators, and on to the end customers These programs and technologies, not coincidentally, make up the vast majority of the CAPEX and OPEX within a customer network The incentives offered by the OEM equipment providers such as Cisco and Juniper to sell, deploy, and maintain UC and data centers are commonly anywhere from three to five times the incentives afforded by mobility technology providers Major technology vendors that remain successful in this industry offer a steady stream of incentives to sell their technology Some technology providers offer as many as a dozen or more incentive programs from various customer demand generation and loyalty program teams Tracking such an array of programs often requires dedicated specialists who are masters of spreadsheets and relationships, and who gather large amounts of information on these programs The intent is to maximize the profitability of the system integrator, which ensures loyalty to the technology provider, and this is the prize for
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any provider The competition is fierce for system integrators, and so is the continual stream of incentive programs Such competitive fierceness exists not only between technology providers, but often from within the same technology provider Incentive programs are stack ranked at the better system integrators, and the management teams at these integrators can rapidly and quickly determine on which technology they should base their business plans and goals While mobility incentives are quite good, these incentives are rarely as broad in scope or total profit dollars as those of the unified communications and data center profit incentive programs The challenge is that, programmatically, mobility is becoming nice to have at the incentive program level within the system integrators However, at the customer end of the cash-flow stream, mobility remains a mission-critical element What gets caught falls in the middle engineering talent at the system integrator
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Zero Sum Talent Pool
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Incentive parity is less of an issue for smaller integrators, which tend to be specialists in a specific technology such as voice or wireless mobility The larger the integrator, the more likely it will have three to five different kinds of services and technology offerings Smaller integrators simply don t have the breadth of talent to sustain too many service offerings Each type of talent required to deploy and maintain wireless mobility, voice, unified communications, security, and so forth is considerable in each of the respective fields It is largely for this reason that talent diversity is proportional to the number of personnel in an operation Even mid-sized integrators (with $50 million to $250 million in product sales) are reducing their primary focuses to two main, and perhaps a third, technologies: typically unified communications and data centers, with a third technology typically being mobility This brings us to talent pool management; top management within many system integrators believe that a smart engineer can be moved from technology to technology and needs little time to get up to speed with a new assignment This is where the concept of zero sum applies, however: a limited and set amount of engineering talent is actually available within an organization It s certainly true that engineers, like other professionals, are increasing their productivity out of necessity, but this is a generally an organic increase given the general maturity of the IT industry Organic productivity growth is not the same net increase for an organization, such as gaining new personnel The art in managing productivity to increase the maximum benefits to the integrator, customer, and technology provider demands that you proportion this talent well Engineers are indeed bright, hard-working people with enormous appetites for constant training, priority changes, and productivity pressures when deployments don t work properly And nearly every deployment goes wrong at some point before it achieves expectations The integration of core elements, which include the largest routers and switches, to clients that are the far distant endpoints of a network such as handheld devices is far more difficult than most end users and well-intentioned marketing teams understand; it s very challenging work
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