Category Archives: Enterprise IT

Employees not taking advantage of mobility initiatives – survey

Digital Device Tablet Laptop Connection Networking Technology ConceptDespite mobility being one of the top priorities for organizations throughout the world, research from IDC has shown only 13% of those who are given the option actually work from home.

Enterprise mobility has proved to be one of the more prominent trends emerging out of the evolution to cloud-based platforms, as employees aim to create a working environment which encourages innovation and creativity however the study shows the generosity is not being taken advantage of. One statistic which could be seen as an obstacle to adoption is two in five line managers admit they do not want their employees to work from home.

Numerous organizations have highlighted mobility strategies as a priority for coming months, as organizations aim to utilize the power and freedom of cloud based applications to increase the productivity of employees. Findings from 451 Research claims 40% of enterprise organizations are prioritizing mobilization of general business apps over the next two years, as opposed to focusing solely on field services and sales teams. The trends towards mobility are also confirmed when assessing the M&A market. In the mobile device management and mobile middleware segment, 28% of the total deals (21 of 74) and 77% of their total value ($3bn of $3.9bn) over the past decade have occurred over the past two years alone.

Although other research has suggested organizations are shifting to a mobility mind-set, IDC’s study has outlined the drive towards is still in the early adopter stages, despite numerous organizations claiming its importance. The leadership team were particularly critical of considering working from home to be acceptable, as only 43% of employees are confident leadership is fully behind mobility as a concept. Of those who do have the opportunity to work from home, only 14% spend more than half their time outside the office.

From a leadership perspective, new EU regulations regarding the protection, residence and transition of data could have an impact on their attitudes towards mobility, as penalties for non-compliance will be to the tune of €20 million or 4% of the organization’s annual turnover, whichever is greater.

While vendors are striving to improve the efficiency of mobility solutions, as well as championing efforts to make the technologies on the whole more secure, unless the adoption of the mobility culture is increased from the end-user side, there are unlikely to be any changes in the near future. If the statistics remain true, mobility initiatives will not achieve the required ROI, which could have a negative long-term impact on the investments made into the mobility segment on the whole.

CSC announces HPE enterprise services merger to create $26bn business

Meg Whitman

HPE CEO Meg Whitman

CSC has announced it will be merging with the enterprise services segment of HPE, as the latter reported its fourth consecutive quarter of year-over-year revenue growth.

Revenues for 2016 Q2 were reported at $12.7 billion, up more than 1%, as the team attributed the success to its servers, storage, networking and converged infrastructure business units. The enterprise services unit also saw a healthy performance, and will now be spun out and merged with CSC to create a $26 billion organization.

“The transaction is currently targeted to be completed by March 31, 2017,” said HPE CEO Meg Whitman on the company’s earnings call. “For the combined CSC and Enterprise Services, this will create a new company that will be a pure-play global IT services leader. For customers, this means global access to world class offerings in cloud, mobility, application development and modernization, business process services, IT services, big data and analytics, and securities.”

The move comes six months after CSC underwent a similar split to HP and HPE. CSC serves commercial and government clients globally, whereas CSRA targets public sector clients in the United States. Following the completion of the transaction next year, CSC’s current president and CEO Mike Lawrie will continue to head up the new company, though the new brand has not been released as of yet. Both companies have seemingly benefited from their respective splits in recent months, demonstrating healthy growth since the two separations.

Since the CSC separation, the company has been aggressively reinforcing its position in the market with various acquisitions and joint ventures. Created CeleritiFinTech, a joint venture with HCL, to strengthen its position in the banking sector, acquired UXC to increase its footprint in the Australia-New Zealand region and bought Xchanging to bolster its insurance solutions.

“Our proposed merger with HPE Enterprise Services is a logical next step in CSC’s transformation,” Lawrie said. “As a more powerful and versatile global technology services business, the new company will be well positioned to innovate, compete and serve clients in a rapidly changing marketplace. We are excited by the great potential this merger brings to our people, clients, partners and investors, and by the opportunity to strengthen our relationship and collaboration with HPE.”

In terms of HPE moving forward, Whitman highlighted next generation software defined infrastructure is a priority for the business, focused on servers, storage, networking, converged infrastructure, hyper-converged, and Helion. The company has stated it will remain open to future acquisitions, though it would appear there aren’t any major targets in the pipeline as Whitman seemed ‘standoffish’ during the earnings call.

81% of CIOs believe legacy systems are having negative impact on business

racing horses starting a raceResearch from Trustmarque has highlighted 81% of CIOs believe legacy infrastructures are having a negative impact on the IT department’s productivity levels.

The report stated the majority of CIOs see the legacy systems as a drain on IT resources and 86% believe IT management has become more complex over the last five years, owing to the fact teams have to juggle between the impact of cloud and mobile, as well as delivering on legacy systems. Due to the increased number of SLA’s and an increasingly diverse number of vendors to support both new and legacy technologies, 58% are struggling to deliver a consistent level of IT across the business.

“Providing comprehensive, consistent IT support in today’s complex IT world is a huge challenge for CIOs. It’s unsurprising many are finding IT management a growing burden,” said Mike Henson, Director, Cloud and Managed Services, Trustmarque. “Particularly where there is a lot of legacy technology, CIOs have an important decision to make – whether to continue to support legacy IT, or explore migration to the cloud – where support costs can be considerably lower.

“Today, IT might be easier to use than ever, but it’s also much more complex to manage and support. The business IT model has shifted, digital experiences are high on the agenda, along with a desire to consume rather than build IT. This shift has caused considerable strain on CIOs’ time, resources and budgets.”

While cloud could now be seen as a priority throughout the industry, the majority of businesses are having to navigate a number of transformation projects to implement the technology. In reality, very few companies are in a position to deliver a Greenfield cloud proposition within their organization, leading to complications in managing the co-existence of cloud and legacy, as the report indicates.

One are which this is seemingly having a direct impact is on innovation. As IT complexity has increased, the report indicates the number of ‘tickets’ being raised throughout the business has also increased. This in turn keeps IT employees focused on operational tasks (“keeping the lights on”) as opposed to focusing on implementation of new technologies to support digital transformation projects. 77% of the CIOs questioned in the survey confirmed one of their top priorities was to reduce the proportion of internal resource devoted to operational IT, freeing team members up to invest more time in transformational IT projects.

“In today’s increasingly connected world, business IT is unpredictable – changing to reflect varied business needs and the ways in which modern employees want to work,” said Henson. “Many CIOs struggle to balance the need to run business IT as usual, while at the same time delivering innovative new services to demanding users. Clearly, CIOs recognise the growing need for continued innovation within their organisation – but also recognise that a lack of internal resources and skills can hamper this ambition.”

Although general consensus throughout the industry is leaning towards cloud penetrating the mainstream marketplace, it is unlikely we’ll see cloud and other emerging technologies as the default until resource can be effectively moved away from operational IT. A number of different businesses have stated the need to transform to remain competitive in the marketplace, thought the report does imply these projects are unlikely to succeed until the idea of IT as simply a support function is removed from the business mind-set.

Dynatrace and Pivotal Cloud Foundry announce new partnership

welder weld root weld from inside of big pipePerformance management company Dynatrace has announced a new partnership with Pivotal to monitor the performance of transactions across their Pivotal Cloud Foundry app and micro-services portfolio.

Dynatrace Application Monitoring Service Broker Tile and Buildpack Extensions will offer customers the opportunity to identify and resolve performance issues during and after a cloud migration project. The team claim the new offering will enable customers to create performance standards, which will ultimately improve user experience.

“The root-cause-analysis capabilities in Dynatrace products solve the new set of challenges that a Cloud Native microservices architecture creates – namely, that there are so many moving parts, it can be difficult to identify the underlying cause of aberrant system behaviour,” said Joshua McKenty, Head of Platform Ecosystem at Pivotal.

The migration to cloud computing has come under increasing scrutiny in recent years, as companies are aiming to create more business value around the projects, building use cases which extend beyond a reduction in CAPEX/OPEX. Dynatrace claim the new product will enable customers to maintain visibility of all apps, containers and VMs under management, as well as identifying root causes of performance troughs. The new offering is mainly aimed at those focused on cloud native application development and multi-cloud deployments, with Dynatrace claiming developers can now proactively optimize end-to-end transaction latencies.

“For Pivotal Cloud Foundry users, this collaboration will result in new levels of actionable insight into their apps,” said Rob Cohen, VP of Strategic Business Development at Dynatrace. “Equally important for companies leading the Cloud Native approach, it will encourage better collaboration through data transparency, which is a key part of continuous delivery in the cloud.”

Organizations struggling to capitalize on benefits of big data

Laptop Screen with Big Data Concept.Big data is now considered one of the more significant priorities of businesses through 2016 however research from DNV GL has highlighted only 23% of organizations have a defined strategy moving forward.

According to research from the business assurance arm of DNV GL, while the majority (52%) of companies have outlined the importance of big data for future operations, roughly only a quarter have the capabilities to fulfil the promise and capitalize fully on the benefits. The interest increases significantly for larger organizations, those of 1000 or more employees, as 70% highlighted it as a priority.

“Big data is changing the game in a number of industries, representing new opportunities and challenges,” says Luca Crisciotti, CEO of DNV GL – Business Assurance. “I believe that companies that recognize and implement strategies and plans to leverage the information in their data pools have increased opportunities to become more efficient and meet their market and stakeholders better.”

One of the larger concerns for big data which have been voiced in conference and articles in recent months is an organizations ability to act upon the potential of the information now available. The volume of data is growing at a notable rate, though one concern is few organizations have the current technological capabilities or adequately trained employees to realize the potential.

BCN has been told during numerous conversations many organizations current capabilities can only analyse a small proportion, between 5-25% dependent on who you speak to, of the data collected. Until organizations are capable of analysing and actioning larger proportions of the data, the potential of big data or the promised ROI will not be achieved. DNV GL claim 16% of organizations are viewing better business decision making and 11% for financial savings, are the aims of big data, while 16% have prioritised an improved user experience.

“The ability to use data to obtain actionable knowledge and insights is inevitable for companies that want to keep growing and profiting,” said Crisciotti. “The data analyst or scientist will be crucial in most organizations in the near future.”

DNV GL believe more has to be done to enable and prepare the organization for utilizing big data to the full extent. The team claims only 28% have improved information management and 25% have implemented new technologies and methods. From an employee perspective, only 16% have addressed the internal culture and 15% the company’s business model.

Big data has been championed as a means to drive efficiency within organizations, but also as an opportunity to create a more personalized experience for customers in the digital era. It is also a prelude to artificial intelligence, another area which has been dominating headlines in recent months, neither of which will be achievable until investments have been made in technology and personnel to increase the proportion of data which can be understood and actioned.

Tibco announces stream of new updates

Cloud data sharing conceptTibco has announced four new updates for its Spotfire, LiveView, community support and IoT offerings.

The company’s current focus is on leveraging analytics for augmented intelligence to discover new insights then productively share those insights across the enterprise in the shortest amount of time possible.

“Some in the industry would lead you to believe that computers are going to replace people. We think that’s dead wrong,” said Mark Palmer, SVP at Tibco. “Computers should serve to augment human experience and intellect. At Tibco, we focus our industry-leading visual, advanced, embedded and, streaming analytics solutions on delivering a pragmatic approach to cognitive computing, which we achieve by combining enhanced intelligence features with algorithmic automation capabilities.

“This combination encapsulates the essence of our Fast Data analytics platform – it balances human insight with intelligent technologies for superior productivity and a competitive advantage in end users’ respective markets.”

The Spotfire offering now includes self-service data preparation, management, and utilisation functionality to extend the platform’s analytics capabilities. The team highlighted the product requires no third-party coordination for data preparation, as the inline datawrangling functionality in Spotfire is built-in.

The company has also launched open source, BSD-licensed Accelerator package for Apache Spark and the IoT. The offering includes five subsystems; Connector, for edge connection to IoT and enterprise data; Digester, a stream data preparation layer; Finder, predictive model discovery template; Automator, a streaming analytics-based automation engine for Apache Spark; and Tracker, to monitor predictive models and automatically invoke model retraining.

LiveView now includes a code-free HTML5 operational-intelligence dashboard development platform for use with the Live Datamart. Finally, the team have introduced a new developer community space for sharing end-user-driven technical expertise, insights, and Wiki articles.

Salesforce reveals secret recipe for digital transformation

Salesforce 1Speaking at the London edition of Salesforce’s world tour, EVP of Customer Success & Growth Simon Short outlined the case for digital transformation, and also the factors which underpin a successful transformation project itself.

Short’s view on digital transformation is there are very few companies who achieve the goal of becoming digitally orientated. This is done to three reasons. Firstly, the aggressive expansion of technology is so vast some organizations are drowning in information overload. Another is the cultural side of digital transformation, there simply aren’t enough companies embracing the necessity of cultural change. And finally, despite implementing various technologies and advanced platforms, some companies still operate in silos. Until these digital silos are connected on one overarching platform, the digital transformation journey is not complete.

The invention of chess is a good anecdote to demonstrate the progression of technology. The inventor, Ibn Khallikan, approached the Indian king with the game and his reward was to be rice, more specifically one grain for the first square on the chess board, two for the second, four for the third, and doubling there on until the end of the 64 squares. Although at first it would not appear to be a great amount, the geometric progression of the amount of rice far exceeded the king’s resources. Short believes the same theory can be applied to the growth of technology in the business world.

“If you apply the same doubling theory and Moore’s law to the growth and importance of technology, we get have way through the chess board in 2002,” said Short. “Since then we’ve seen an explosion of technology within the business world. As we continue to move forward, it’s a real challenge for those with existing technology to make the change and get ahead of the trend. No one really knows what the power of technology is and where it will go. This is the conundrum for businesses throughout the world.”

One of the main challenges here is focused around legacy technologies, businesses cannot rid themselves of the cumbersome platforms quickly enough to capitalize on the potential on emerging technologies. But at the same time, Short highlighted the companies who focus on technology implementation and do not embrace the cultural change required will not be successful in the digital transformation journey.

Salesman painting tree instead of cityAccording to Short, digital transformation is so much more than simply implementing technology. Ensuring you employees embrace the digital change, as well as connecting the individual silos (for example the eCommerce platform to the customer call centre and also the logistics/delivery team), are more important aspects of the project than the technology itself. Without the digital culture and the connected model, the customer simply sees a business which is broken even if the technology is revolutionary. “Silos and culture are the two things which can kill any transformation project,” said Short.

But what is the secret to a successful digital transformation project? And what have the successful ‘Digital Masters’ done which other companies haven’t?

For Short, the project has to be led by the CEO and has to be phased in. The various different components of the project (business change, strategy, technology implementation, employee digital engagement etc.) have to be implemented hand-in-hand. If one area progresses faster than the rest, the project will stutter. And most importantly, there has to be a governance and accountability role, an area which most companies overlook, to ensure all components of the project are heading in the same direction and progressing at the same speed. In general, there are six lessons from Short’s and Salesforce’s perspective:

  1. Change has to be led from the CEO and not delegated down. The business unit and IT cannot get into a shouting match, pointed fingers at each other, the CEO needs to take control and pull the business along with him
  2. Physical and digital experience needs to be co-ordinated. The customer experiences the brand in the physical world as well as the digital despite the growth of the internet and technology; the physical and digital experience for the customer needs to be co-ordinated to be successful
  3. Outside-in thinking. Many companies make the mistake of telling their customers about how they are changing the brand, as opposed to understanding what the customer journey is and adapting the digital experience to enhance this.
  4. Understanding it’s okay to fail. This is one of the more challenging facets according to Short, as accountable businesses don’t like to fail. But the belief every PoC will be an extraordinary success is somewhat wishful thinking. Short highlighted being okay with failure is the only way to move on and achieve success.
  5. Data driven insights. The amount of data available to businesses is unprecedented and growing faster every day. Decisions should be based on the data available which has been derived directly from the customer. It removes uncertainty (as much as possible in any case) and provides justification.
  6. A single platform to connect the business units. Without a single platform to connect all business units, digital transformation cannot be achieved, as digital transformation should focus on the connected journey. The aim should be the seamlessly interact with the customer on all their touchpoints.

Digital transformation is a key objective for the majority of businesses around the world, and rightly so. According to MIT research which Short quoted on stage, digitally transformed businesses are 26% more profitable than what would be perceived as the norm, but too many companies are focusing on the technology as opposed to the customer. Until the ideas of culture, technology and silo connections are addressed on a level playing field, digital transformation cannot be achieved.

SDN on the rise and cloud still not understood – survey

Dollar SignsResearch from Viavi Solutions has indicated SDN technologies are on the rise within enterprise organizations, but there also might be a number of organizations who are implementing the cloud for the wrong reasons.

In its ninth annual State of the Network study, the team highlighted enterprise organizations are increasing deployment of 100 Gigabit Ethernet (100 GbE), public and private cloud, and software-defined networking technologies. Two thirds of respondents indicated they had some kind of deployment in the production environment, and 35% have implemented SDN underlay.

“There is a growing trend of enterprise customers realizing how they can improve the operations of their network,” said Steve Brown, Director of Enterprise Solutions at Viavi. “It’s been a slow burner, but SDN is beginning to break through into the mainstream. While encouraging, the statistics are a little higher than we expected. After comparing the adoption rates from the last couple of years, we expected SDN to be around 50%, but the survey does highlight some real momentum in the industry on the whole.”

The findings also highlighted that while cloud adoption is continuing to rise, 90% have at least one application in the cloud and 28% said they have the majority, there is still a level of immaturity in understanding the perceived and realized benefits of cloud computing. Lower operating costs was listed as the top reason for the transition at 63%, while the faster delivery of new services and the ability to dynamically adapt to changes in business demands were the least popular reasons, both accounting for 39%.

“If you look at what the chief benefits which people are seeing, we’re seeing a lot of feedback on the CAPEX/OPEX reductions,” said Brown. “This is great, but that’s not really what the point of cloud is. Expenditure reduction is something which the top decision makers in the business want to see, it’s more of a tactical play. If this is the end objective these companies are not really seeing the promise of cloud and what makes me excited about cloud.

Deploying cloud

Top reasons for adopting the cloud

“The areas which I see the key benefits are the ones which are lowest on the results, delivering services faster and dynamically changing to meet the needs of the business. I found it quite surprising that these were quite low. The results show that the decision to enter the cloud for the majority of consumers is more tactical than a strategic decision.”

One conclusion that can be drawn from the findings is a lack of understanding of what the cloud can offer. Gartner’s ‘Cost Optimization Secrets’ highlighted the average cost reduction for companies implementing cloud propositions was just over 14%. While this is encouraging, whether cloud adoption would remain an attractive option for organizations if they knew expenditure would be reduced by just 14% remains to be seen.

“There’s more than just cost saving when adopting the cloud,” said Brown. “Are there savings, absolutely, but the majority don’t come upfront. If you’re going to be running applications which could see aggressive spikes, the flexibility of and agility of the cloud will reduce the cost. But at the same time it’s difficult to justify the cost savings because you may be taking on new projects due to the fact you have the ability to scale your capacity at a moment’s notice.

“Rather than thinking about it as a cost saver, hybrid cloud should be seen as an initiative enabler. Until this idea is recognised by the industry, adoption may continue to struggle to penetrate the mainstream.”

For Brown and the team at Viavi, the benefits of cloud computing are focused around the business capabilities which are enabled in the medium and long-term. Cloud offers companies the opportunity to react to diversifying market conditions faster and ensure products remain relevant on an on-going basis.

“In my own personal opinion, I would like to see people embrace a hybrid cloud model because it enables them to develop competitive edges,” said Brown. “This also justifies future investment in technology, it moves these new concepts and implementations from ‘nice to have’ to ‘must have’ as technology will then be one of the supporting pillars of the business strategy. Cloud has the ability to do this and to be a competitive enabler.”

SAP updates BusinessObjects offering at SAPPHIRE NOW conference

SAP sailingSAP has announced a number of new updates for its analytics solutions portfolio at the 28th annual SAPPHIRE NOW conference.

The company’s business intelligence portfolio, BusinessObjects, will continue to offer solutions on premise and in the cloud, as well as incorporating a number of new features for visualizations and storytelling, data wrangling and blending, geospatial, trend analysis, custom filters, linked stories, notifications and chat.

“SAP is enabling companies to lead in the digital economy by significantly simplifying the platform, providing best-in-class analytics and a superior user experience,” said Stefan Sigg, SVP for SAP Analytics. “SAP BusinessObjects remains the most relevant analytics in the industry — and we offer the best end-to-end capabilities both on premise and in the cloud in the market today.”

One enhancement has focused more on the integration and collaboration efforts of the business, as the offering can now connect and blend existing data sources such as the SAP ERP, SAP SuccessFactors solutions, Salesforce, and Google Drive (amongst others), on a single platform without having to move data into the cloud environment. The offering now also includes predictive analytics capabilities leveraging powerful built-in algorithmic models, to enhance data-driven decision making capabilities.

SAP also updated its BusinessObjects Enterprise offering, which has been mainly designed for on premise analytics. Enterprise organizations have a choice of premium, professional and standard editions, which offer a variety of services including enhancements which make the platform Internet of Things–ready.

The company also launched one of its newest cloud offerings, the Digital Boardroom (see below), which has been built on the BusinessObjects platform. The Digital Boardroom is real-time business intelligence and ad hoc analysis portal, which provides executives with information sourced from all SAP S/4HANA Lines of Business data to provide a “single source of truth for the company”.

Digital Boardroom

5 Questions to Ask Your VDI Vendor

Contemplate. Business concept illustrationWhether you’re a mid-sized enterprise that’s work-from-home-friendly or a large corporation based largely on remote workers, there will come a time when you’ll want to consider how to optimize your workspace technology for the way your employees work. One solution is virtual desktop infrastructure (VDI), a technology that provides a consistent desktop experience across devices and locales. First introduced in the mid-2000s, VDI has expanded the definition of the office to include everything from an Uber ride to a flight.

If you’re in the market for VDI, you have several options, but know there is no one size fits all solution. I’ve worked with thousands of organizations globally and have seen the different methods companies use to select their VDI solutions. In my experience, there are a handful of questions that can help you save time and money. Here are the top five questions I recommend you ask your prospective VDI providers:

  1. How do you envision the digital modern workspace?

The golden rule for any software salesman is to “sell the problem you’re solving, not the product.” Likewise, a VDI company should demonstrate an understanding of the modern worker and the business consumer. Out of 75 IT professionals, 48 percent expected to see their companies expand BYOD policies in 2016, according to a survey by our partner Workspot. Meaning, the modern worker is expecting companies to provide a secure, fast, and easy solution to fit their work needs no matter where they’re working. VDI is a fit for many types of workers, including IT pros and designers specializing in high-end CAD, PLM, and 2-D/3-D graphics.

You’ll want to work with a vendor who understands your vision for how VDI will address challenges specific to your business. Requesting a few case studies from the vendor will give you a sense of not only what the company can deliver, but also what they perceive as the value-adds for your business. If the results they are showcasing vary widely from what you’re trying to achieve, it may be best to look elsewhere for your VDI solution.

  1. What are the top three challenges businesses want to solve in the context of the modern workspace?

Any reputable vendor should be aware of and offer realistic solutions to issues like data security, workforce connectivity and inefficiency. Asking this question will give you an additional sense of the vendor’s proficiency in enterprise operations and specific use cases.

For example, if you’re a company in a regulation-heavy space (think health care, finance, military and government) one challenge may be ensuring secure connection whether the employee is an accountant in the U.S. or a high-end designer in Asia. VDI should be as secure as physical ware, and in fact, vendors have spent the last decade perfecting the translation of hardware functionality to the virtual desktop. Make sure the vendor is familiar with processes for integrating VDI, access and network security solutions, which are essential for creating a strong, and safe, virtual workspace.

Solving problems. Business conceptIn industries where employees often work off-site or in remote locations – like consulting or land surveying – a major challenge is keeping workers connected, while keeping it simple. One of the benefits of VDI is that it relieves IT of the tremendous burden of supporting personal devices and remote access for any employee who asks. It gives IT time back to invest in the network, after the potentially costly and lengthy process of implementation, of course. Given the possible challenges of set-up, your vendor should be able to speak to VDI’s value to technical staff – you’ll want this ammo in your bargaining arsenal.

Another issue VDI can address is productivity loss for workers in the field. For example, an insurance agent going out to accident sites will fill out several forms, and then return to the office just to fill out those forms again because the mobile form isn’t compatible with desktop. VDI lets the agent access the same form across devices. It’s helpful to ask which companies your vendor has worked with in the past to gauge their understanding of areas for productivity gain. If they have several customers in your industry, they may have more insight into the myriad of ways VDI can help your organization run more efficiently. Ask: How do you solve historical challenges around cost, complexity, and performance? Then listen for a detailed and tailored answer.

  1. What are the main challenges in deploying VDI and how do you support the organization throughout implementation?

The answer to this question is critical to your success integrating VDI technology into your business operations. Some vendors offer to deploy VDI that day, while others will expect you to wait a few months – or many months – for proof of concept. Some will promise scalability, and others will demonstrate it. Finally, some will work with you shoulder-to-shoulder, while others will take a more hands-off approach.

You should consider your preferences carefully when choosing a VDI vendor. Since problems arrive at the worst of times, I believe that VDI providers should also have experts available at any hour to ensure application delivery and troubleshoot errors. Others may feel budget or familiarity with the company are top priority. Whatever your must-have is, make sure to identify it early on. Otherwise you may feel overwhelmed by choices that in many ways look identical.

  1. What are two of the unique selling points/advantages of your biggest competitor?

This question may throw your prospective vendor off a bit, but their answer can be quite telling. If your provider can be open and honest about their competitors, they are more likely to be honest about their shortfalls. Keep in mind they’ll probably also counter with their own unique features. The best companies will have a deep understanding of other products in the sector, enabling them to evaluate and develop their own product more effectively.

  1. What is your product roadmap?

You’ll also want to ask about the company’s roadmap and how it may shift in response to competition or the company’s own goals. We’re seeing the complete transformation of the daily life of the average worker and technology is improving across the board. These changes are sure to have an impact on the VDI technology of tomorrow.

What the impact is largely depends on the company in question. Some companies are smaller and more nimble – they’ll emphasize performance and cost-effectiveness.  Others are legacy, which tend to build based on a deeply entrenched model of doing things. Whether or not the standard works for a given technology, you can be sure the legacy organization will have resources to spare.

Both big and small dogs are getting in on VDI, but the best option is largely subjective. With these questions, you’ll be able to assess what each vendor brings to the table and make the choice that will bring your workforce into the future.

Written by Ruben Spruijt, Field CTO at Atlantis Computing