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Microsoft SaaS Disruptive Technology Research

Microsoft SaaS Disruptive Technology Research. Matt Deacon, Microsoft Dr Steven Moxey, Manchester Business School March, 2007 INSIGHT Conference Celtic Manor, UK. Project Background. 30/09/05. 28/10/05. 20/05/06. 13/07/06. 11/06. WAX Workshop. Manchester Business School Meeting.

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Microsoft SaaS Disruptive Technology Research

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  1. Microsoft SaaS Disruptive Technology Research Matt Deacon, Microsoft Dr Steven Moxey, Manchester Business School March, 2007 INSIGHT Conference Celtic Manor, UK

  2. Project Background 30/09/05 28/10/05 20/05/06 13/07/06 11/06 WAX Workshop Manchester Business School Meeting SaaS DT Workshops Tim O-Reilly What is Web 2.0? Ray Ozzie & The Internet Services Disruption Memo To provide input and definition on the potential of SaaS as a disruptive technology To examine the intersection of existing and emerging architectures including SOA, SaaS, Web 2.0 and associated technologies. Three Tenets: The power of the advertising-supported economic model. The effectiveness of a new delivery and adoption model. The demand for compelling, integrated user experiences that “just work”. Web as a platform Collective Intelligence Data is Next Intel Inside End of Software Release Cycle Lightweight programming models Software above the level of a single device Rich User Experience

  3. Research Questions • How prevalent are Disruptive Technology Innovations for SaaS? • What are the indicators of DisruptiveTechnology? • Pre-disruption? • Post-disruption? • How can one estimate/measure the impact of Disruptive Technologies?

  4. Manchester University • Largest University in the UK (Merger in 2005 between Manchester University and UMIST) • Turnover £514m 2003/4, more than Oxford or Cambridge • 35,000+ students, 180,000 alumni in 192 countries • Strategic plan to be one of the top 25 universities globally by 2015 • Manchester Business School is the largest business school in Europe, RA 5*, FT rankings: • PhD programme rated #1 in Europe, #2 in World • Financial Times #5 in World on International business

  5. Seagate case study

  6. Definitions

  7. Disruptive Technologies • Definition (Part 1) • Disruptive technologies introduce a very different package of attributes from the mainstream technology that is currently valued. • Furthermore, and most importantly, the new technology performs particularly badlyon one or two dimensions that are currently particularlyimportant to current customers.

  8. Disruptive Technologies • Definition (Part 2) • In addition, to be destructive, the new technology makes rapid strides on the key dimensions, those on which it massively under-performed initially, to the extent that it becomes competitive even on these dimensions. • It thus has the potential to be destructive to the existing technology…

  9. Offered by Established Technology Demanded by Users Offered by Disruptive Technology Disruptive Technology Improves to cut the Demanded Performance Curve Performance i.e. Capacity i.e. Cost per unit Time

  10. Disruptive Technology Stages Step IV Overdrive! Performance IMPROVES Enters Original Markets Step III Technology Performs POORLY New Entrants Build New Markets Step II Established IGNORE New Entrants Develop Step I Technology Introduced Performs Poorly Customers say NO!

  11. SaaS: A Definition

  12. Saas: Definition • Software as a Service is … “A remotely hosted and managed internet-based software service that is charged for on a subscription basis.”

  13. SaaS Disruptive Technology Framework A. B. 1 Product (ISV) Existing Customers What are the key needs from an existing customer perspective? What are the key attributes of a traditional software product 3 5 4 D. C. SaaS Product (ISV) New Market 2 What are the key needs from a new market customer perspective What are the key attributes of a SaaS product

  14. Market share In house retention of data Integration with other systems Customisation to requirements Scalability of system Offline capability (smart client) Key attributes of a traditional CRM product

  15. Resilience and scalability, Availability, response time, DR Business continuity International deployment International Support Brand: “Reassuringly expensive” Unique information on business Industry coverage/process Integration with other LOB Apps Fits to ‘my’ process – unique business process Data ownership Key needs from an existing customer perspective

  16. Reduced barrier to entry (cost) Scalability of cost “pay as you grow” Lower TCO Consistent & predictable Access anywhere Speed Automatic upgrade Customisation limited but easy Mash-ups/interface/integration* Business continuity Key attributes of the Salesforce.com product

  17. SMEs Low predictable costs No IT Scale with/as business scales ? Training Integration out of the box Community/ecosystem Supported by the provider Alliances/ sharing of data/ federation of data Federated ID No consultants Run everywhere/anywhere Key needs from a new market customer perspective

  18. Votes? • Do you think sf.com have a disruptive technology? • Do you think sf.com will develop new markets for their products? • Do you think SaaS provides a platform for disruptive innovation? • Do you think your business will create disruption? • Do you think your business will be disrupted?

  19. Votes? Do you think sf.com have a disruptive technology? Do you think sf.com will develop new markets for their products? Do you think SaaS provides a platform for disruptive innovation? Do you think your business will create disruption? Do you think your business will be disrupted?

  20. Disruptive Technology Conclusions

  21. Next Steps • Manchester Business School is designing the SaaS Disruptive Technology survey, based on feedback from four ISV/Architect workshops, including SAF and INSIGHT • Participants from the workshops will be invited to participate in the SaaS Disruptive Technology survey in March-April and will received early feedback on the results in May • Microsoft and Manchester Business School are considering the options for single company Disruptive Technology Workshops to help early adopters establish Disruptive Innovation plans • Any further ideas or requirements are very welcome! Please contact Matt Deacon (Microsoft) or Dr Steve Moxey (Manchester Business School)

  22. Microsoft SaaS Disruptive Technology Research Matt Deacon, Microsoft mattd@microsoft.com Dr Steven Moxey, Manchester Business School Steve.moxey@serrula.com March, 2007 INSIGHT Conference Celtic Manor, UK

  23. Sustaining Technologies In contrast! Are technologies that sustain the current mix of performance attributes. They can beincremental, but can also be entirely newradical, technologies. The point is that they provide more of the attributescurrently offeredand demanded by the existing marketplace…

  24. SaaS ISV Innovation Model SaaS creates an Innovation Opportunity For Customers & ISVs 1. New Market Disruptive Innovation ISV SaaS 2. Current Market Radical/Incremental Innovation ISV ISV • Disruptive Innovation is harder since the Companies know much less about the New Market. • BOTH Disruptive and Radical, Incremental Innovation gives a “balanced portfolio” and better strategic growth Companies can respond by creating products/services for(1) Disruptive Innovation (2) Radical/Incremental

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