Business Applications

Business Applications
Hi Everyone, I'm trying to establish some clarity and guidelines in my applications area.   In particular, I'm trying to get an agreed upon definition for enterprise systems and a definition for a functional system.  Specifically trying to clarify where IT will build a team to deploy and support vs the business.  Would you be willing to share any guidance/definition you have at your respective companies?

Top Answer : I can’t share our actual definition but we would rank them with some weighted scores. How many users? How many Divisions using ? How many sub-divisions within a division using it? You could have an app/system used by 20k people but only for Aerospace and only by two of five sub-divisions.... definitely not an enterprise system When they have high weights / scores they are “enterprise worthy”

What’s the single biggest element that ensures you adopt a product you’ve purchased and ensures you renew?

Top Answer : Well documented processes and procedures. Followed by team culture.

12 views
3 comments
0 upvotes
Related Tags
What are the unique challenges for executives when joining a company via acquisition?

Top Answer : I came to Juniper via an acquisition. I led the business operations team at Mist, which was acquired by Juniper in April last year. At Mist, I was responsible for building the company's go-to-market operational framework and strategy from the ground up. Essentially, my team managed everything from lead to fulfillment, so the entire customer life cycle from acquisition of a customer to retention. We designed and built really scalable processes across marketing sales, customer success, and really transitioned to a SaaS business model. So even though we sold hardware with subscriptions, we really tried to look at it from the lens of a SaaS based business model and what that really means in terms of customer experience, in terms of agility, and all of that.  And then today, as part of Juniper, we're continuing to manage the transformation towards the whole AI driven network. So, we started with wireless, SaaSifying the wireless space, and now we're looking at switching and routing.  So we’re really looking to transform the whole AI driven network and take a holistic view of where Juniper needs to be operationally to support this software transformation and also the customer first mindset.  I joined Juniper right as they were undergoing a major transformation, and my job was to lead that.  Juniper recognized that they were primarily a hardware company, and are really looking to kind of move the needle with software. That's where they found the value with Mist. My job is to figure out, how do we support and how do we make the changes that are needed operationally for us to support a software business model.   A big challenge is managing change.   We're all creatures of habit. My single greatest challenge has been, how do you balance boldly pushing the boundaries while accepting the reality of your circumstances? And by that, I mean, I came to Juniper via an acquisition.  There’s that sense that you're not completely or fully integrated into the Juniper organization.  Yet, you are trying to -- whether it's with respect to integration, to supporting the products, to working with the sales teams -- you're still trying to influence change and make a lot of those key decisions that would actually enable all the transformation that we are doing in the product.   In addition to managing the change is influencing. How do you influence all the broader teams? At Mist, we were all of a hundred people.  It was a start-up environment. We had an open floor plan. You're right next to each other. If you want to do something, you just communicate. You talk, and you just get it done. It was a very execution-centered mindset. And so, there wasn't a whole lot of deliberation or discussion. We were super quick in decision-making.  Fast forward to today, Juniper is a much larger ecosystem.  Now, it's about interfacing with six different organizations in Juniper to influence, get buy-in, and charter the course for software transformation. And at the same time, we're continuing to support a hyper-growth business. The product portfolio for AI driven network is just continually increasing. The numbers are just up and to the right. So another challenge is, how do you stay on top of your day-to-day management, your day-to-day tactical responsibilities, and at the same time, work with this much larger organization to plan and get in front of making some of the changes that would really help us move the needle in the next 12 to 18 months?

You’re about to completely change someone’s operations, tools, and ways of working.  How do you start that conversation with them?

Top Answer : My strategy and experience have always been:  present the facts. Lead with data, and let the data, let the facts, tell their own story.  All through the acquisitions and integrations, I found that ultimately, everyone does want to do the right thing, and people are collaborative. What really, really helps is when you're able to draw the big picture and actually show the benefits that are coming out of, let's say, a particular process that you're looking to influence. “This is A, and this is B. And this is what the customer is getting through this experience, and this is where we are today.” If you have data and facts to support that, then that's even more goodness right there. Another important piece is, identify early certain champions across the different organizations that can then help champion on your behalf. That's an area where I feel like I can improve. Part of it is time, part of it is patience. If you can actually take the time to have those one-on-one conversations with key people, with key champions, and build that that rapport where you put all the cards on the table and establish a framework of trust, then you’ll be amazed when you then take that conversation to a broader group of people, and you find that those champions actually become your change agents.

When implementing major change initiatives and transformations, which parts of the organization resist the most and why?

Top Answer : Companies get acquired because of the product and the technology. And so, that seems to be the most easily adopted. Juniper acquired Mist because they loved the product, the technology. And so, that gets assimilated very easily into the organization because one, the engineering teams, the product teams kind of view it as a significant positive. Furthermore, your sales teams are viewing it as the next shiny object, and so they're eager to sell and position the new product.  Sales reps are happy because it helps them meet their goals and exceed their quotas. And that's what I'm the most interested in. And so, I think a lot of these organizations are a lot quicker to kind of embrace the technology, the product, and go-to-market with it. Teams that would have trouble with it are ultimately the ones that are having to deal with stuff operationally. So, where are you having to integrate? Where are you having to put the Band-Aid? Typically, that’s IT organizations, because a lot of that heavy lifting rests on them, as well as various operational teams like sales ops, marketing ops, and finance.  This makes sense, as suddenly, they’re having to deal with two of everything, right? I mean, you're suddenly dealing with maybe two Salesforce instances and two lead management systems and possibly two ERP systems. That in itself causes a significant amount of churn.  It's not just marrying the tools. It's also about, what are the different business processes, where is the synergy, and what gets adopted?  All this can bring about a significant amount of churn and needs to be done very thoughtfully in terms of, what would make the most sense for your customers, where are you headed in terms of company goals, etc.