Christmas is coming, the inbox is getting fat

Christmas. It has come around with alarming, terrifying speed. It seems like what has already been a manically busy year is getting more manic, like some kind of crazed Greek dance.

Anyway, there's plenty of time for mince pies. What I really want to talk about is the mad, bad and dangerous world of product development. Not what necessarily springs to mind when one thinks of untrammelled anarchy but it can be unless you're disciplined. Having done this a thousand times, and I'm currently doing it again, this focuses the mind.

We're currently reviewing 7global's hosted services, and working on an addition to come out in the New Year. It's one of these products we've been doing in a 'soft' way for years. Now we're re-engineering it for public consumption so I'm eating and sleeping R & D at the moment.

I've found unsuccessful (or at least overlong, underwhelming products and services) are 100% always the result of lack of process. The best ideas, the most original concepts, the most fecund potential markets mean nothing when execution is poor. The result can resemble a bar room brawl in a Western:

*Smash* the CTO shatters a whisky bottle over the Marketing Director's head.
*Crash* the Support Manager hurls the Sales Director onto the ubiquitous poker game table.
*Thunk* the FD floors the Presales Lead before being thrown into the piano player, bringing the rendition of Camp Town Lady to an abrupt halt.

To avoid these unseemly scenes I think there are 5 key steps to take to get this right, forged over the years on the anvil of failure and success. Like so many sensible steps they look simple but are harder to stick to. Worth re-iterating, though.

1. Getting started.

This needs to be the loosest stage. Brainstorming, looking at the competition, establishing clear ambitions for the product. Make sure people are relaxed- some of the best ideas can follow on from the worst at this stage. And vice versa.

2. Planning

You need to look hard at the intended scope. What can it do? What benefits will it deliver? What do people want? Too many times, people focus on the technology without thinking about the customer.

Product Team: "Oooh- look what it can do!"
Customer: "So?"
Product Team: "But look! It does that!"
Customer: "So?"

Strategy and scope are essential. Timelines, costs, resources must all be finalised to make sure everyone is on the same page.

3. Delivery

Making sure everyone is communicating is one of the most important aspects. Working in splendid isolation usually means things don't fit together when you sit down to review. "Oh, I see. You wanted it to do that."

Making sure there's strong project management is essential, too. If you've not done your bit there better be a pretty bloody good explanation.

4. Control

It's essential to keep revisiting the plan. If it's a good one, then it will adapt. The course of technology product development rarely runs smooth. On the plus side, new angles, features and benefits always emerge to enhance your product too. Be careful to manage these new developments (positive and negative) and keep to the objectives and strategy.

5. Launch

Launching a product is often the hardest thing of all. There you need to pull in all the elements of your organisation to understand, market, sell, deliver and support your new clients. Kicking it off in style is also imperative. Never miss an opportunity to sing and dance about the work you've done!

As I say, these are almost truisms. However, I read other people's truisms feeling slightly sheepish that despite their innate truth, I don't follow them myself. So now it's my turn.

Right, time for a bourbon and a game of cards...

SaaS Microsite

We've launched our SaaS microsite. It's essentially a forum to promote some of the fantastic applications on demand our ISV partners are delivering to hundreds of thousands of users worldwide. It's essentially something I've been planning for a while and it was a case of seizing the day to get it underway.



As time goes on we'll be looking to expand the site and integrate it with some third part tools to make it a real portal. As a hosting provider committed to SaaS delivery we want to use as many angles as possible to ensure success for our partner. After all, this reflects on us too!

We've got some great partners so having the likes of large ISVs such as C3, KCS, LexisNexis Visualfiles, KCS and Northgate alongside new, smaller ISVs such as Matrix, PureNet, MS2M and Solarvista is a great advert for SaaS.

Any feedback is welcome on the site, as well comments on how we can build on it and improve.

Musings on the channel

Living in the business development world like I do I'm always looking closely at (obsessing over?) where we succeed and where we fail. It's essential to understand both (although I much prefer looking at the former rather than the latter for obvious reasons). It's also hard to get to the real truth as it can often be a case of success having many parents and failure being an orphan.

We have built a very successful, vibrant channel for Hosted Microsoft Dynamics CRM in a very short period of time (less than a year) despite a very real initial scepticism about the hosted model and in the face of some very stiff and very slick competition.

One thing has been our resolute and complete insistence on a channel model. We do not sell direct. We do not offer consultancy, training, development or any of that good stuff our partners do. On one level this has been hard. There's a lot of good money in adding these services. On the other hand it was a 'no brainer' and I'll tell you why.

We're a hosting company! We're not a CRM house. Our people, skill sets, expertise, business acumen, infrastructure, ongoing investments, [deep breath] internal mechanisms, ideology, partnerships and approach have been forged on the anvil of hosted services, not Microsoft Dynamics consultancy. By not trying to fix what ain't broken I think we've been able to provide something that the Dynamics Partner community, largely, really wants. A specialist Microsoft-based hosting provider which is really rather good at delivering applications on demand. As opposed to a really rather rubbish Dynamics Partner that happens to do hosting, which was the alternative.

By grasping this nettle I think we've carved a good niche for ourselves. We're not a telco-doing-hosting-as-well nor are we a Dynamics-Partner-doing-hosting-as-well. We're a hoster doing hosting. Makes sense really.

Please ignore the fact that this post has sidestepped what we do badly- I will go into this, probably on a Monday morning when I'm feeling hacked off. :-)

Partners- a conduit to the real world.

One of the great things about our model is we work with a large number of partners day in, day out. These are typically ISVs who are using us to manage their infrastructure and have a number of individual mini platforms (I say mini. Some are pretty bloody huge but you know what I mean). We get a real insight into the sectors of the economy in which they work which we would never have if we were working in a vertical niche ourselves.

The same is true (more so?) of our Hosted Microsoft Dynamics CRM partners. We’ve created a network of some really first class and really rather interesting MS CRM partners over the last year or so. One of the things I always find illuminating is what their drivers are and how they tackle the marketplace. Like our ISVs it varies, sometimes fundamentally, from partner to partner and indeed geography to geography.

Take the financial crisis. Not the best place to go looking for new business- or so you’d think. Some of our partners who are targeting this sector (Mayfair, admittedly, rather than the City) are getting a lot of traction with the hosted message. The opex versus capex attraction weaving its magic. Because, ultimately, people need software- it’s just paying for it, and the infrastructure to deliver it, that becomes a bit tricky. One to watch I think.