Category: business advice

Beating Buzzword Bingo

Some see buzzwords as an irritating curse of modern business, but they can indicate opportunity

One of the curses of modern business is the buzzword, a perfectly good word that is ruined by constant use.

The IT industry is particularly prone to buzzwords as people try to distil complex concepts into easy to understand terms – cloud computing is a good example of this.

More malign in the tech sector, and many other industries, are clueless managers and salespeople who try to baffle superiors, clients and staff with buzzwords to cover their total ignorance of what their business actually does.

For the canny supplier or contractor, the buzzword addled customer is a great sales opportunity as the customer’s managers are always grateful to buy a product tagged with some complex sounding terms that they can impress other with.

The security software vendors are very good at this as are management consultants who’ve literally written books stuffed full buzzwords guaranteeing them millions of billable hours.

One of the current favourite buzzwords is IPv6, the Internet standard replacing the current protocol that has run out of numbers. Saying you’re IPv6 compliant even when your business is more affected by cabbage prices in Shanghai is good to impress a few people who should know better.

Probably the greatest buzzword of the last decade was innovation. Every company, every new product and even government departments had to be “innovative” or lose credibility on the information superhighway.

Eventually though terms fall out of favour and innovation is one of those whose time has passed – those still dropping it into conversations today are usually 1990s MBA graduates who’ve dozed through the last five years of their professional development courses.

Watching out for those outdated buzzwords is useful not just as a sucker indicator for smart salespeople but also for job hunters.

For instance, when a company or recruiter constantly uses the word “innovation” in their job descriptions, you can be sure the organisation is one the least innovative on the planet, except possibly in the way management have structured their KPIs and option packages.

Generally the use of buzzwords in job descriptions or “mission statements” (another 1990s MBA fad) is inversely proportional to how applicable those terms are in the organisation.

For instance an organisation that claims it wants employees who are “self-motivated, curious and are selfless enough to seek what’s best for the company first,” is almost certainly run by control freaks practicing CYA management who mercilessly punish anyone under them foolish enough to take the initiative or ask questions.

Overall, buzzwords are a force for good as they let savvy employees identify those workplaces and managers that are best avoided. For those of us running businesses, it could mean opportunity or danger depending on what we’re selling to these organisations.

The greatest thing with buzzwords though is they are constantly evolving, meaning I get the opportunity to rewrite this column again in two years time by just changing a few words.

Innovation is already passé and “cloud” is peaking. What are next buzzwords we should watch for and enjoy?

Taxing the Internet laggards

Should users of old software pay more?

Online retailer Ruslan Kogan is never short of a good stunt to promote his business. His latest, a tax on users of Internet Explorer 7 has given him worldwide attention.

Ruslan touches on a real problem for web designers, e-commerce shopkeepers and the online community in general – that Microsoft’s older versions of their Internet Explorer web browsers don’t conform with standards.

This means IE6 and 7 don’t display pages the way other browsers do meaning designers have to spend extra time catering for the people who won’t move to new versions.

For those who insist on using the older versions of Internet Explorer, they are also taking a risk as these products are far less secure than the newer editions.

It’s in everybody’s interests to have the latest browsers and security patches, so both Windows and Mac users should be making sure they have the latest updates on their computers.

Even with the latest updates, it’s worthwhile using a different web browser to the one that comes with the system. That’s why Opera, Mozilla Firefox or Google Chrome are the better options for web browsers.

Ruslan Kogan’s right in forcing users to move onto modern software, it’s a media stunt that might do some good.

Can Sydney become a smart city?

What are the challenges facing building a down under entrepreneurial culture?

How does a city become smart? That seems to be the question of the moment as countries and cities around the world try to figure out how to catch a little bit of Silicon Valley’s magic.

As part of the 2012 City Talks series, the City of Sydney hosted a discussion on how the city can become a smart city;

Sydney is bursting with talented, creative and forward-thinking people. How can we harness the energy of government, education, businesses, media, and creative thinkers to create space for innovation?

While it’s questionable that a “creative space for innovation” is a worthy objective – albeit laden with buzzwords – it’s certainly true that Sydney, along with other Australian cities, has the components to be a entrepreneurial centre, the question is how does the city harness the various talents across the different sector.

Working to advantages

Rather than aping Silicon Valley, New York or Ireland all cities should be exploiting their natural advantages. Fast Company Magazine recently looked at how Oklahoma City has advantages over its bigger cousins in New York and California.

For Sydney, and Melbourne, those strengths include an educated, multi-cultural workforce with first world legal systems in a similar time zone to the world’s major growth markets.

One of the tragedies in Australia’s marketing over the last twenty five years has been the failure to mention the ethnic diversity of the nation. This is huge competitive advantage that is barely being discussed.

What can governments do?

At the Sydney City Talks event, Lord Mayor Clover Moore said that creating a smart city requires “the same incentive to be given to innovators and creatives as is given to property investors and mining companies.”

That change requires state and Federal governments to change laws and businesses, particularly banks, to pick up on those price and policy signals.

Education too needs reform although this needs real consultation or we’ll end falling for short term fads or copying the damaging anti-teacher jihad that has infected the US.

A welcome change for many Australian innovators would be changes in government procurement policies as currently all levels of government prefer to deal with the local offices of large multinationals. As the Queensland Health Department debacle shows, these organisations are often less competent than local providers.

Making those changes though will require major reforms to policies and laws, something that neither major Australian political party at any level has the courage or vision to do.

That the NSW Digital Action Plan is now in its thirty-first draft speaks volumes about the inertia among the city’s, state’s and country’s political and business leaders.

Ditch the Silicon

Probably the first failure of imagination is the “silicon” tag – US entrepreneur Brad Feld skewers this nicely in his blog post on The Tragedy Of Calling Things Silicon.

Sydney has already has a group called “Silicon Beach” which has spread out to Melbourne and the Gold Coast and it’s interesting that both Google Australia’s CEO and Engineering head want to co-opt the name.

On of the suggestions was “Silicon Banana” a tag which brings to mind the phrase “kill me now please?” to anyone already uncomfortable with the ‘Silicon’ label.

The “Silicon Banana” idea comes from the curved shape of Sydney’s ‘digital heartland’ which curves from Darling Island to the west of the city and curves around the edge of the city centre through Surry Hills across to the film and television facilities at Fox Studios.

Describing Sydney’s centre of innovation as lying within the ‘banana’ illustrates the lack of thinking outside the current app and web mania. It also neglects the bulk of Sydney, particularly those parts of the Western Suburbs where languages such as Mandarin, Cantonese, Korean, Vietnamese, Arabic or Hindi are spoken.

Once again we neglect those assets because they aren’t white, Anglo or living in the prettier parts of the city.

Does it have to be Sydney?

We should keep in mind that the Silicon Valleys of the past haven’t been the biggest cities – Silicon Valley itself is barely a city and San Francisco is not one of the US’ biggest cities.

It’s quite possible that an Australian centre of innovation could be any one of dozens of smaller towns such as Geelong, Wagga or Cairns.

The problem in Australia is, once again, property prices. Compared to the US or Europe, housing and office rents aren’t substantially cheaper outside the big cities unless you’re prepared to move to seriously blighted parts of the country.

Spinning the wheels

Probably the most disappointing thing of the ‘smart city’ discussion is just how bogged down we’ve become – there was little in the City Talk that wasn’t being spoken about five, or even ten, years ago. Things have not moved on.

Creating a smart city isn’t about picking winners among industries, suburbs or groups. To really be smart we have to give the opportunities for clever people to succeed.

Simply jumping onto today’s technology fad or mindlessly aping Silicon Valley is to squander our advantages and not learn from the mistakes of others.

The real worry though is just how little progress is being made in seizing today’s opportunities. It doesn’t bode well for tomorrow’s.

Building the Internet’s Frankenstein monsters

Changing Internet empires give rise to strange alliances

Apple’s announcement of deep Facebook integration into their iOS6 operating system for the iPhone and iPad is the latest in the weird beasts created as the various online empires jostle for position in a changing marketplace.

We’re used to failing companies creating alliances – most notably Microsoft and Nokia in the mobile phone sector – and almost all of these ventures fail as they are akin to the two slowest runners in a race tying their legs together believing that will make them faster than the leader.

In other areas we see the big players buy out hot new businesses as the incumbents figure its easier to buy out the competition rather than try to compete.

While those purchases form the basis of the Silicon Valley greater fool model, usually the new business gets subsumed into the big corporation, the technology is lost and all but the most cynical founders wander off to do something more interesting.

Then there’s the merger of equals, and today’s announcement of Apple and Facebook’s deep co-operation is one of these.

Facebook has been talking about building its own phone – much to the scorn of industry participants – as the company struggles to deal with user moving onto mobile phones.

Apple is hopeless at social media, which is barely surprising from a company that employs its own secret police.

So the two coming together make sense although it may not work well as alliances like these can be likened like mating the world’s best golfer with a Grand Slam Tennis champion and expecting the child to be an Olympic swimmer.

Of course Apple had a successful merger of equals back in the early days of the iPhone – Google. The alliance worked well and, Google’s then CEO Eric Schmidt sat on Apple’s board for some time.

Than Google decided to develop its own mobile software build its own phones so relationships soured between Steve Jobs and Eric.

Now Google Maps has been ditched from the iOS phone system and steadily Google are finding their services being dropped from all of Apple’s products.

Those moveable alliances – not dissimilar to Eurasia, Eastasia and Oceania in George Orwell’s 1984 – are something we should get used to as the Big Four maneuver for position in the changing online world.

While it’s going to be tough time if you’re a mindless fanboi following the progeny of these strange alliances, for the rest of us it should be fascinating viewing.

Feeling the currents

Customer service means listening to clients, we have the tools to do it.

Internet and marketing everyman Seth Godin makes an interesting point on his blog post Silencing The Bell Doesn’t Put Out The Fire.

Seth’s point is that satisfying vocal complainers doesn’t address underlying problems in the business and cites the Dell Hell saga of Jeff Jarvis as an example of where load complaints were a symptom of a much deeper issue within the business.

For Dell, this had been the choice to focus on the low value, high volume market segments. To compete there it meant cheap components and selling to comparatively uneducated, price sensitive consumers.

Compounding that decision was Dell’s decision to partly address the inevitable cost pressures they had put themselves under by outsourcing their support lines to truly dire, lowest price providers.

As a consequence of abandoning its service culture, Dell rapidly gained a reputation as being unreliable and unhelpful. One only has to look at the Dell Hell comments on Jeff’s original posts to see how damaged Dell’s name was.

I encountered Dell’s shocking support during that period first hand in PC Rescue, one customer asked me to troubleshoot her Dell PDA after their support line had reduced her to tears.

Very quickly I discovered why, the installation software supplied by Dell didn’t work properly – testing was obviously another victim of budget cuts – and the tech support people were working with an early version.

We managed to fix the problem without the “help” of Dell’s helpdesk and the client swore never again to buy Dell. She’s now a happy Apple customer who is a happy to pay a slightly higher sticker price for a better product and service.

The real concern was that during this period Dell’s management were oblivious to the problems they were suffering in the marketplace, they were meeting their KPIs and appeared to be growing sales while the business itself was about to go over a cliff.

Dell’s management could have recognised this had they chosen to, the company had plenty of market intelligence, customers surveys and their support logs to tell them they had a problem. It wasn’t in their interests to do so.

Today every business has those tools to monitor what customers are saying about them. Google Alerts, Facebook and – if you’re in hospitality – Tripadvisor, Yelp or Eatability.

With social media it’s easy for the bad message to get out; it’s also easy for management or owners to watch out for problems.

Dell only survived the Dell Hell experience because they were big and well capitalised, no smaller business could have survived similar damage done to their reputation.

Smaller businesses don’t have the luxury of ignoring their customers until the screams become too loud.

Too much money

Overcapitalisation of a business can be worse than too little money.

Having too little money is the problem for most businesses, for a few though the opposite is the case. Overcapitalisation can be as fatal to a venture as being starved of funds.

In the dot com boom of the late 1990s we saw young companies being swamped with too much money which was squandered on flashy offices, comfortable chairs and expensive executive diversions.

Most of the businesses failed as staff didn’t have to worry about gaining and retaining customers while investors didn’t put pressure on managers or owners to perform.

The hospitality industry is particularly prone to this, with cafe and restaurant owners plunging hundred of thousands – sometimes millions – into expensive fit outs and ridiculously expensive kitchen equipment.

Most of these overcapitalised outlets fail because the owners have spent too much on setting up the business and not enough on staffing or providing for ongoing costs.

We’ve seen in the past few years many celebrity chefs teaming up with flush investors to build expensive restaurants with these ventures rarely ending well.

The story of Justin North’s chain of restaurants going into administration is a classic case of this, as the Australian Financial Review describes it;

The Norths, both in their mid-30s, don’t have a wealthy financial backer. They poured in all the cash they had and sold kitchen equipment and other assets to finance the venture.

Westfield kicked in an undisclosed amount.

Ostrich-skin leather tabletops, hand-printed wallpaper, and a huge custom-designed Fagor induction stove imported from Spain (the first of its kind in Australia) contributed to the huge fit-out cost.

In a statement to employees, the North Group said its “businesses are currently in financial difficulty”.

“The administrators are now in control of the group’s assets and affairs and intend to trade the business in the ordinary course whilst undertaking an urgent review of the financial position and explore various restructuring options,” the statement said.

For much of the Australian hospitality industry, the Norths’ problems are a glimpse of the future – the success of the Australian and Chinese stimulus packages in keeping their respective nations out of the mire the US and Europe indirectly led to a boom in restaurant spending and investment.

We saw that boom manifest itself in the opening of pretentious restaurants and the explosion of food blogs as desperate PRs flogged their clients’ venues to the media.

There’s a lot of journalists and food bloggers who are going to find a welcome improvement in their eating habits as the fine dining market now sorts itself out.

It’s going to be tough for those who’ve invested too much or the smaller suppliers to those restaurants.

An area we should be critical of journalists is with headlines like “Restaurant Group Collapses“. A business going into administration is not “a collapse”, it’s in fact the opposite where the shareholders, directors or creditors seek to find an orderly way out of trading difficulties.

Putting out the word that a business has “collapsed” makes the task of salvaging the enterprise much harder for those working to fix the problems.

The Norths have taken the honourable and sensible option. While putting a business into administration can be a brutal process – particularly for the shareholders, investors and smaller creditors – it at least shows the group’s founders have acknowledged the problems in their businesses and are looking to fix them.

All too often, we ignore the fact our businesses are going broke and don’t take the action needed to save them. Doing it early means less pain for everyone.

Having too much money is often worse than having too little money, although most of us would love to be in the position of having big money backing our ventures.

We often talk about learning from failure and not stigmatising entrepreneurs who’ve given it a go and failed, how we treat Justin and Georgia North will be a good measure of whether we are really an entrepreneurial culture.

Raising venture capital is not the measure of success

Bringing investors on board is an important part of a business’ growth, not the end game.

“Those guys are successful, they’ve raised half a million from investors,” one startup commentator recently said about a business.

Is raising money the benchmark of business success? Surely getting investors on board is part of the journey, not the destination.

Having some investors coming on board means others share the founders’ belief their idea is a viable business and it’s a great ego boost for those working hard to bring the product to market.

That cash also exponentially improves the survival chances of the business – too many promising ventures fail because the founders haven’t enough capital.

While it’s an important milestone in the growth of a business, raising capital is not the end game. Only minds addled by the Silicon Valley kool-aide believe that.

In fact, if you’ve set up a business because you hated working for a boss, you might find your new investors are the toughest task masters you’ve ever worked for.

Good luck.

Disrupting the markets

Mary Meeker’s All Things D tech industry presentation raises some fascinating points.

Generally it’s not a good idea to have nearly a hundred slides in a presentation, but Mary Meeker’s overviews of the tech industry are so rich in data it’s impossible not to spend a weekend looking over the entire sldieshow.

Last week Mary gave her presentation at the All Things Digital conference and as usual she identified a range of trends and issues in the technology industries.

Smartphone upsides

Still the early days of smartphone adoption, with 6 billion mobile phone subscriptions worldwide but only 954 million smartphones activated.

This adoption is driving mobile revenues with income growing at 153% per year. Although as she shows later, this is not necessarily good news for everybody.

Print media’s continued decline

A constant in Mary’s presentations over recent years the key slide in has been ad spend versus usage across various mediums.

In this year’s version we still print still vastly over represented with 25% of US advertising while TV remains static, although Henry Blodget at Business Insider thinks the tipping point might be arriving for broadcasters.

Online’s thin returns

One of the things that really jumps out is how thin onlie revenues really are. In annual terms services like Pandora and Zynga are making between 6 and 25 dollars per active user over a year.

These tiny revenues indicate the problem content creators have in making money on the web, after the gatekeepers like Pandora or Spotify have taken their cut, there isn’t much left to go around.

Facebook and Google are also encountering problems as users move to mobile where revenues are even smaller than those from desktop users. This is constraining both services’ earnings growth.

Disrupting markets and governments

Mary’s presentation goes on to look at the disruption web and mobile technologies are bringing to various markets – it’s a good overview of whats changing right now and the products driving the changes.

It’s not just markets that are being disrupted with Mary also looking the US’s budget position and entitlement culture. This in itself is a massive driver of change which will have a deep effect on our lives regardless of where we live.

Are we in a bubble?

Mary finishes up with a look at whether we’re in a tech bubble or not.

Her view is that we are and we aren’t – there are silly valuations of companies in the private market however the poor performance of tech stocks on the stock market indicate the public aren’t being fooled.

One telling statistic is the only 2% of companies have accounted for nearly all the wealth creation of the 1,720 US tech IPOs between 1980 and 2002. There’s little to indicate much has changed in the decade since.

The optimism in funding new businesses is based in the disruption they are bringing to markets and industries – you only need one eBay or Google in your portfolio and you’re a legend, if not filthy rich.

Both the economic and technological changes are disrupting our own businesses and this is why its worth reading and understanding Mary Meeker’s presentations if only to be prepared for the inevitable changes.

Towards the Zettabyte enterprise

 The data explosion is here, are you ready for it?

Toward the Zettabyte Enterprise originally appeared in Smart Company on May 31, 2012

Two hundred years ago, the idea of equivalent power of hundreds of horses in a single machine was unthinkable; then steam engine arrived with what seemed unlimited power and that, followed by electricity and the motor car, changed our society and the way we do business.

Back then it was inconceivable that the average person would have the equivalent of several hundred horses of power in their household, today most of us have that sitting in our driveway.

The same thing is happening with the explosion in data, it’s changing how we work in ways as profound as the steam engine, electricity or the motor car.

A couple of surveys released this week illustrate the how business is changing. The Yellow Social Media Report 2012 and the Cisco VisualNetworking Index both show how business and our customers are adapting to having high speed internet at their fingertips.

The Cisco index illustrates the explosive growth of data across the Internet as more people in Asia and Africa connect to the net while users in developed countries like Australia increase their already heavy usage.

In Australia, Cisco see a sixfold growth in traffic between now and 2016. As the National Broadband Network is rolled out, they see speeds increasing substantially as well, with Australia moving from the back of global speed tables up to the front.

Many people are still struggling with the Megabyte or Gigabyte, but very soon we’re going to have to deal with the Zettabyte – a trillion Gigabytes.

For businesses, this means we’re going to have to deal with even more data, it’s clear our hardware and office equipment aren’t going to deal with the massive traffic increases we’re going to see in the next few years.

Even if we have that equipment, it’s another question whether we have the systems, or intellectual capacity to use it effectively.

The Sensis social media report shows consumers are expecting not just rich data but also 24/7 online services.

A worrying part of the Sensis survey is that businesses aren’t keeping up with these demands; something that jumps out with the survey is that while 79% of big businesses have a social media presence, only 27% of small businesses have bothered setting one up.

Australian small businesses have basically given the turf away to the big end of town.

The real worry with these statistics is that small business just isn’t taking advantage of the tools available to them — not only are they leaving the field open to bigger competitors, but there’s a whole new generation of lean new startups about to grab markets off slow incumbents.

While the big companies are vulnerable, it’s the smaller businesses who are the low hanging, easy to pick fruit. If you’re in a profitable niche segment this is something you’ll need to keep in mind.

In the near future we’ll be dealing with inconceivable amounts of data, the businesses that understand this will thrive while those who don’t probably won’t even understand what has hit them.

Falling Dominos, Fading Businesses

The effects of business failure can be great and personal.

“When the tide goes out, we find out who’s naked” goes the saying – nowhere is this more true than in the engineering and construction industries.

One of the hallmarks of an economy that has passed its peak is the systemic failure of contracting companies.

During a boom, or a steady growth phase of an economy, contracting companies see cashflows increase as more projects come online.

That growth affects contractors in a number of ways – they start getting used to fatter margins and management starts to believe in their own invulnerability.

Blue sky seems to stretch on forever and massive growth rates seem guaranteed far into the future.

As the market matures the sky starts to turn grey as more contractors start fighting for lucrative jobs seeing cost estimates being fudged and dodgy deals done to win jobs.

Those dodgy contracts eventually come in at a loss and management starts desperately winning more projects to cover the losses on earlier work.

And so a spiral begins.

To make matters worse, the more aggressive contractors start buying out smaller competitors.

Often those competitors have similar bad projects on their books and their impressive growth rates are based upon winning jobs they should never have tendered for.

Eventually the spiral ends when the market stalls and there aren’t enough new projects available for the loss making contractors to cover the accumulated losses. Then the failures begin.

Collapses of the Hasties Group, Reed, St Hilliers and other construction and engineering contractors are classic examples of this cycle.

While shareholders and management carry some of the burden, the real pain of failure is felt by the armies of sub-contractors – largely small, family owned businesses – these companies employ.

Most of these subcontractors will not get paid for their outstanding invoices, forcing all of them to cut back their own employment and spending. For some, they will be forced into liquidation as they can’t pay their own bills.

For the families that own those small businesses the financial and emotional pain is real and immediate. Spending stops, debts go unpaid and relationships fail.

In some cases that small bankrupt plumber, bricklayer or concreter finds the stresses of failure too great and a family loses their breadwinner.

This multiplier effect of business failures and redundancies is one of the reasons the real economy is in a much tighter position than Australia’s political, business and media elites can bear to admit.

Another saying is “a recession is when your neighbour loses their job, a depression is when you lose yours.” For most families, the economy has been in recession for three years as they’ve seen friends and relatives accept reduced hours or have contracts terminated.

Much of the commentary about Australians being irrationally pessimistic misses this aspect of our economy. It’s amusing when the smug comments come from financial and economic journalists who don’t seem to have noticed the difficulties their own industry going through.

There’s a lot of naked people treading water at the moment and the tide is heading out. The question for all of is where the deep water is and where the hell did we leave our speedos.

Google merges business with social

What should businesses expect from Google Places being merged with the social Plus platform.

As of today, Google Places is now part of Google Plus with the old accounts being merged into the social media and identity service.

The effect of the merger means listings will now appear with the features of Google Plus added, for US based hospitality businesses, Zagats’ reviews are now also integrated into the results.

For business owners, there’s little change in the administration panel and it appears any accounts that are suspended because of Google’s obscure listing policies remain in limbo.

How the complexities of the Google Places policies mesh with the arcane and arbitrary rules applied to Google Plus identities will be an interesting thing to watch.

One area of concern is that the owner of a Google+ Local listing will need a personal profile – for businesses this means a nominated individual has to run the account. Should that individual leave the business, then there will problems with shifting ownership.

I have some questions in with Google’s PR folk about these aspects of the transition and hopefully we’ll get some more ideas on how to deal with these issues.

While this merger of the two services are to be expected, it’s going to be interesting to see how it evolves. Right now it appears Google have dropped the ball on local with their focus on social and identity management.

The identity management aspect of this integration is the key point as Google’s hope is that individuals will check into and rate businesses which in turn will give them a more complete picture of that person’s habits and preferences.

How that pans out depends on how individuals value their personal information, it may be that once people understand the value of this data they’ll demand more than just the warm feeling of sharing their meal review with a circle of their friends.

FUD on the Desktop

Can moving off Windows XP really save companies money?

“User productivity costs jump up a staggering 40 percent“, “return on investment over 130 percent over a three-year period” and an eighty four percent drop in IT support costs are some the latest claims from Microsoft in their campaign to wean users off Windows XP.

These, undoubtedly true, claims are pretty impressive and compelling for cash strapped IT managers, but do they really matter anymore?

With the rise of Bring Your Device policies and cloud computing, what operating system employees use is rapidly becoming irrelevant.

In large organisations that supply workers’ computers, most systems are run on SOEs – Standard Operating Environments – which means users have limited accounts and can’t install rogue software.

For those organisations wedded to supplying staff with desktop or laptop computers XP is fine and almost all of them are well advanced in their plans to redeploy to Windows 7 or 8 when the XP support period runs out in April 2014.

We’re seeing fewer organisations locked into the SOE model as the financial sums and business benefits of moving over to an employee Bring Your Own Device – BYOD – model start to look compelling.

Developing an SOE is a complex, time consuming task for an organisation – the package has to be tested to work on the company’s hardware which might include dozens of different types of printers, laptops and other devices. Then it has to be tested on all the software employees use.

In a big organisation developing new operating environments is not done lightly. It’s a complex, expensive process.

With a BYOD policy the company can develop a standard desktop environment that runs on a web browser. Staff can then bring their own device running on Mac OSX, Android, Linux or even Windows XP and, as long as their browser is up to date, they can run on the corporate network.

The IT department no longer has to care about what the staff member has on their desk and can focus on more important business technology issues – although sadly the password issue doesn’t go away.

For Microsoft, this evolution in corporate IT is a problem. Increasingly big organisations aren’t placing orders for big fleets of centrally managed desktops. The IT industry has moved to the cloud.

In a perverse way Microsoft are winning the desktop battle, most of those workers in companies implementing BYOD policies will choose Windows 7 or 8 systems because they are cheap and work well in a business environment. The problem is that’s where the profit no longer lies.

While we’ll see more FUD – Fear, Uncertainty and Doubt – about cloud computing, BYOD and Windows XP over the next year, the battle has been fought and won.

Increasingly Microsoft are looking like an exhausted army that has won an irrelevant battle while the real war has moved elsewhere.

The challenge for Microsoft is to find its way back to relevance in an era where the operating system doesn’t really matter.