Delivering on the HP vision
2 mins read
Innovation is the stuff of good engineering, good manufacturing and good business. What I like about HP's adaptive enterprise is that it's deliverable, writes Brian Tinham
Vision is one thing, road maps another, and execution yet another. So it's worth examining Hewlett-Packard's partner programme – responsible for making its 'adaptive enterprises' initiative relevant, resilient, secure and, yes, agile.
Borel Setten, HP's UK alliances director, says it's been configured precisely to deliver on today's key requirements of "taking cost out of businesses, increasing resilience, de-risking and increasing agility". And he adds: "That's in any industry, for any project scope, any business culture, any existing technologies, any mix of applications – and any management model."
How so? One of the big differences, he says, between HP and simple channel sales arrangements is that these are neither simple nor anything but full partnerships. "All the work we do is around providing 'best of breed' fit and best practice implementations. That means best software vendors for the project and best consultants and system integrators – with what 'best' looks like depending on the business, the industry and the context."
And there's a substantial range to call upon to offer the flexibility and scaleability that implies. He describes two main groups of accredited alliance partners: consulting system integrators like Accenture, Cap Gemini, Deloitte, Atos KPMG, Sema and the part of PWC that didn't get swallowed by IBM; and the independent software vendors (ISVs).
"The latter are in three segments: global players like Oracle, PeopleSoft, Microsoft, BEA Systems, Citrix and SAP; top tier partners like Manugistics and i2; and the rest – and there are around 1,200 managed via our web-based support mechanism... So, for example, if it's a supply chain management infrastructure we'll look to certain partners; if it's CRM we'll know we've done similar project work with others, and so on."
As for accreditation, it's robust and comprehensive, but also founded on more than certified engineers. At the global majors level we're looking at intimate involvement, with team working at every level. "Below that, we run our Developer and Solution Partner Programme (DSPP). For the world-wide partners that gives them access to everything – proof of concept, access to development, White Papers, reference sites, technology assessments, low cost or rental machines for demonstration purposes..." The list goes on.
HP encourages its partner community to work with it on everything from project development and pricing, through outsourcing and appropriate technologies, to reselling and implementation and management services.
"Customers needs vary enormously, and we want our total technology and services to meet all of those. Our objective is to deliver adaptive infrastructures that meet their current and changing business needs – and the partners and people providing that are an essential ingredient."
He's also quick to point out that the approach is in no way about forcing choices. "It's customer-driven: we have no desire to be proscriptive. We're not going to say you have to take managed services from whoever, or our consulting services, our support and, by the way, you need to use this ISV. The whole concept is one of partnering."
The common thread is open, responsive, reliable teamwork, with people that, reassuringly, know what they're talking about. "Remember, HP is a very substantial manufacturer too," says Setten. "We understand the requirements first hand, and our partners are key to our success in delivering for our mutual customers."
