B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 1 year ago

84. IT Channel Landscape: What Is the Next Normal? w/ Barrie Desmond

ABOUT THIS EPISODE

The IT channel landscape is never going to look the same again.

There are 4 stages to responding to disruption. Which one are you in?

In this episode, we interview Barrie Desmond, Head of Global Marketing and Business Development at Exclusive Networks, about thriving during disruption in the IT channel.

We talked about four main ideas. First, accepting the next normal & not looking back, second, the 4 phases to responding to disruption: react, recover, reflect, reimagine, third, why you need evergreen enterprise, and lastly, 2 spaces where the IT channel should reimagine

Check out this resource we mentioned during the podcast: Barrie’s LinkedIn post about the next normal

To hear this interview and many more like it, subscribe to The B2B Revenue Acceleration Podcast on Apple Podcasts, on Spotify, or on our website.

You're listening to be to B RevenueAcceleration, a podcast dedicated helping software executives stay on thecutting edge of sails and marketing in their industry. Let's get into the show, I welcome to be to be a revenueacceleration. My name is only a Mitt and a'm here today with Bari, desmanchief story, teller at iscresive network. How are you very a'm?Fantastic? Thank you very much era. No problem, no problem so today, we'll bespeaking about anarticle, had cut my attention on lincing that she puttogether about the next normal in in theatchanol landscape, but BIF more. We get into the topic and,despite the fir you've already been a guest of our podcast. Would you manjust introducing yourself quickly and and introducing with crisive networkitis for anyone that have been? You know asleep for the rest, oft kials anddoc, nor whispeinvis than you very much yeah, so I'm baried Esmond, I'm thehead of Gobal Marketing and business development, but really I'm the guy.That tells the story- and you know, really tells the story from where we'vebeen and exclusive w and where we going the vision and our aspirations and excusive realy has been at the forefintof the emergencof demand for Syposecuity, so we're very specialistand probably a real niche player in inside o security and cloudtransformation and they're. The two areas in which we've focused on andover the last ten years, or so we built out a global footprint specializing inthese sectors, werring about thirty nine countries raft about or fifty alsooffices and eighteen hundred people or the majority of which focused on Siversecurity and clotasormation, in fact...

...we're so special tha, the the highestratio of engineers to sales, people in the distribution layer of yousor theboo chain of getting technology to market. So you know someone told meonce niches a great I sa, because you knowit's sort of this sort of defines maybe a narrow market. But if you're numberone in your nice, you could do. Okay- and I would say we are the number one- CIBER security,distrubuter value idea or value creation distribution player in theworld. That sounds very good torry. What anintrodiction I like it bay from you now so Sobariino that everybody's a littlebit fed up of speaking about covid ninety, so I'm just going to make aquick quick mention of it, but we started with covid. Everybody waspeaking about it mid March, all of April, and then in May everybody waspaking about the new normal. Oh, my God, ow we going to adapt. What's going on,I my kids, going back to schools or of great stuff and in an Articola ship puttogether, anblision Linkin that Gane got my attention. You speak about thenext normal, which is basically you know get on with it. You need to adaptlet's pove on, but can you celebrate a little bit more of your concept? FRUSYEAH! I think you know when people look back and probably do a bit ofreflection of what's happened over the last few months. You know an oldScottish Blok told me once that Oni he never loses either winds or e alonesand- and I think a lots of people are learning the biggest lesson. I'velearned- and it really was apparent to me over manyyears it just probably couldnt articulate it properly- is that this whole period has helped us focuson the main benefit of what everybody doesand Thas outcomes. You know wiwwe're much more focused on the outcome ofwhat we do, not the task or the process,...

...and- and I think you know what we'veseen doring the COVID crisis is some real displocation in the way in whichwe do business but the outcomes and are the same in any respect. Yeah, I andy,sometimes they better so in in the SIMER security world. You know when wego on to talk about the four phases I sort of observe were going through thereaction phase, We'e seen a rapid depontment of remote working, and thenwe decided then what you know they needed the the appliances to work. Theyneeded access to their normal daivy worktools applications services, andthen we have to maintain the integrity of that and so what we've? What we've? What we'vewitnessed is. Is People react and put those quick fixes in place if you like,and can you know and continue to operate so from a continuityperspective, we've seen a lot of resilience in business resilians in thechannel. An we've seen some extraordinary stories in the channelwhere you know channel partners AFE. Once again, you know I created thisHash Tag. Hash TACG, channel together, they've gone to extraordinary Lens, todeploy and to enable companies and partners and collaborations to work,yeah and- and I think that's a great lesson for all of us and in the way inwhich we operate from a business perspective. I think you know from whether it's a physical dimension,like offices and meetings and base to base and stuff like that, we've alsoseen that we've changed and adapted in the way in which we work and in manyrespects, we've had better outcomes, not just expected outcomes. We are froma management perspective. You know one...

...of the great things about excrusive iswhat what I call we have, what I call a center weighted approach to ourstructure. So it's not that Hirarchical, its sort of cell based network base,theese intelligence at the Corp, want to call it intelligence, but there'salso intelligence at the edge yeah, and you know having that structure. Thenyou know your agile and there's a lot of agility in a lot of adaptability.Now people say I think people GETN mixe supt with between agility andadaptability. You know you got to have both you know you can. You can be quickto act, but unless you change it's no good yeah. So a lot of companies Manslike Oh, my God, you know I got to put so many people on Ferloug reduced tocost bace of the business, and you know but they're, not adapting theyyea,they', just shrinking and maybe operatin on a lower scale. But thenI've seen some mathers cases of businesses. That decided. NOT ONLYWOULD THEY BE AD Jab, but they would adapt. So I've seen companies inCalifornia who, as thinking about doing curbside, fast food, you know in thesetracks that you see or these trendy containers and they had an eighteenmonth business plan to do that and they did it in two days, yeap right.So you know what I'm saying is they were adgile, they haven't put any Heven,sackd or or made people redundant. They completely changed the way in whichthey were dressed. So the outcome of even better outcome is y they've had acontinuity program put in place, they've been resilient to this and theycontinue to survive and if that thrive in this basis, in this climate, soreally you know it's it's actually. My reflection on thelast few months is with challenge convention. We've had amazing amount of resiliencein the channel...

...to from a continuity perspective andthe outcomes, and now we're much more focused on theoutcomes. I mean I've seen some task driven jobs and functions withinexclusive which never in a month of Sundays, would you consider they couldhave been done from home aspa yeah, but now they are, and in fact better. You know the the results were getting abetter on basic back back office tasks like operational. The operationfunction like the credit and cash collect function with we've really focused on that, of coursecashis King and, as that example proved you wet innovated and we continue toinnovate for us to be able to do our job andserve first and an. I think. That's another whole mo of companies that havestrong values, coutd, strong customer values of strong people values is thatthere their instincts were to serve first of sell. Second, and- and we verymuch did that- you know it was about, could we help you with the rapiddeployment to say in the UK we've haked some of these nightingale hospitals setup in like the Millennium Stadium in Wales, and you know I've heard ofstories of us. You know going to extraordinary lents to help or resellerdeliver that solution to these offices and o know tooffer our services birst to offer knowledge, transfern education,services first and innovate in other ways. You know in terms of transferringknowledge, increasing our customers, awareness and sometimes even into theCTIFICATIONS and the qualification side of things, offering a backup fororganizations that were undistress. You know so becoming a proxy for them withtheir twenty four by seven support,...

...callse, helping them out with designs-and you know when people are back to you- know not only rapidly go pobab,remote ENS, but actually look at the central infrastructure and architectureyeah. What a lot of companies of set out their infrastructure to maybehandled a couple of you know couple of hundred. You know simultineousconnections or concurrent connections, and now you got a couple of thousandand you like, Oh you know it can't coate. So how do we help there? Do youthink that adaptability will carry on because it was false on us and andyou've been able to adapt? And you fend that decision were made quicker, thatthings were den at much quicker pace, which is fantastic Pattero when hesitting in a management position. seing concept coming to life is so beautiful,but do you think that will carry on you think that that's eoughful? You thinkpeople actually need to have a little bit of the pressure of a Covit oneandninetee, two O to get that done and that will go with time. Think if people turn the clock back,theyr stupid and they deserve to fail yeah. I think we've learned you know. As Isay you, don't you don't lose your win or you learn and if they're not winningand not learning in thes stupid, and I thats fir ough and Yos, you know we've learned to make decisions quicker.For instance, you know I always say I may be wrong,but I'm not confused so make at e decision and put all my energy Ande,whatever percent into making that happen. If it's the wrong decision failfast wipe yourself down, learn and move forward yeah. You know and I think thedecision making psycho as accelerated, but it did' they will be less cycled. So again it comes back to the way N,which is structured and organize Thir's. A very strong commanding control,hiarchical approach, you'll see that those companies didn't be well doingthis period, because they've always...

...wait in for endorsement they're, alwayswaiting for the Green Line from someone above them. You know it's more about.You know. This is what I need you to achieve. You need to take calculatedrisks and I'm not giving you all. The information management teams are makingfaster decisions on less information, yeah geting, good outcomes. They willget some bad outcomes as well, but you know, I think, the way in which management should lead or leadership should pact. If youlike in the future, is this is the outcome I want right and they will. Youwill need to annouc support you in some measured risks, and you know the oldanother desman saying you know. Forgiveness is easier to get thanapproval so take that approach move fast. So your adgile, the change andadapt, and you know I think that is the way in which we will see companiesoperate in the future. I think they will be out very much. You know. Thenext normal is, is just going to be hybrid way of working. I think wel seea lot more remote working, we'll see some homeworking moking on the move andthey will be need still for social interaction in the office, and I thinkh, t again another days when saying I was reminded Af, I wrote than Artricolten years ago about you know, homeworking and working on the Wol. Isaid Yeah, because work is a thing. You do not a place you go, so I think wewill lose things like that. You know, and those challenging will continue tochallenge convention will be lot. Nimbler will be a lot more egille andwill be a lot more responsive to the market, and if you don't focus on your people andpeople, don't feel good at least once a day about what they do, which isanother manger of ours. You know...

...everybody should feel good aboutsomething they've done every day. Yeah then they be stupid to wind the COT back, of course, well.I've seen also is the you know, working from home as a lot of benefits, which Icroup. It proves the well being of our people. Our teams allows them. You know to spend a bitmore time with the family. Maybe Av Breakfast with the family. Maybe do theschool run when schools reopen and you know and timeshift their tasks to suitthem, so theyr more muntivtey did and they feel better, but also wedefinitely need you know those social interactions face. DefateI've had a couple of meetings that I've put off because they need to be acrossthe desk. You know the the video is not going to work yeah. I think we'll do less of these formalmeetings. You know sort of maybe monthly team meatings will be avideo, but maybe w will have a quarterly team meeting, because thereare, you know, benefits of the Ol get record yeah the being together. Youknow working off each other member, when we first started moved into exclusive from Te ditiondays. You know I used to sit on the sales floor. It was you know there Wuld, no Qu Oss for being adirector. You just sat in the hot desk area and I would listen to guyspitching. You know for a Reseller, a new technology or a new way of doingthings, and I listen to them and I Tsai that's a good idea, but have you everthought of pitching it? This way? Yeah and soyouration yeah you're, not you're,not overhearing conversations you're, not having the the coffee machine, conversation you're,not having someone Saym, you know you should. You know, maybe have a one onone with joehe's feeling a bit down de...

...motivated Youe on gether in an officialsense you get outside on the Fag Brak Yeah. And then you know, if you get togo with a vendor, we have a lot of Ende meeins and tender knowledge, transfer sessions andproduct meetings and so on and so forth. The venders come in and simly theresellers come in for updates, and then you go down the pub don' Youthat's what I mis the must yeah emis the most the poperty Itusit's. It'sactually quite traid that the pubar still closee shoul. We should havefight a system like having a bubbe around us or something but e. it's the feeling. FORS is very similar. Weactually have our resources asking us to come back to the office. We havesome people that don't sully have because of the nature of people we areworking for us. They may not have a desk or chair or proo station at Tometo walk a you know when Borris Johnson said well, it's going to be two weeks.FHROUGH weeks, maxand everybody everything should come back to normal.You know it was okay for people to walk from ther so far from the side of theirbed, but you know ou, imagine, b t what Ar we twelve weeks in thirteen weeks insomething Ismean time goes by, but it's we really have a rots of people itchingto come back to the offise. We won't be able to have them all in one go. Butlast year yesterday I was actually in the of his cose Ma cer, an markting Tam,and it was fun. You know it was fun to have a little bit of Benter. It wasFenas. You said to discuss about something, to listen to a cool todebreav, to speak about the call to speak about. As of stuff. You K W thatfeeling of belonging is. There is a requirement to do it face to faith fromtime to time you con' just, do it online. I think we we human wimaybe,the next generation will, but I think our generation still need tha. I stilllove handsheck, I'm tempted to to give people and Sheke O Collo or stuff. Likethat win I see them. I want to a she which is bad, always been bad, but youknow I didn't realize this was going to...

...turn into a counseling session, for youa Yeen much better. Now I agee the you know, as I said, going down the pubafter having those informal of the record conversations feeling a part ofthe team seeing the team seeing the whites of their eyes- and you know notin a virtual sense- is very much something I think there's a hugecraving for and yeah. I think it's going to be it's going to be interested in the nextfew weeks, but surely we will see some sort of measured control, save yeahreturn in you know, working from home. You know we were doing lots ofinterested stuff. Like you know, saying, you've got to have a dedicatedworkspace. We all have these little working from home, pads that can of seeothinkyeahis. You know your Tesk for the day, my big fat frog, you know:What's The job you bean putting off? What's the task, Ov Bein, puting offyou put there in your big backgroud and tells you what calls to me what your big? Thank you so your goingto thank today and forl before you shut the door. You know one or the fourthings you want to do before you shut the door, so you know and then warryyou know, do your menu. What we am from breakfast lunch, an dinner: when are wedoing our exercise, I as tap? So you know, we've tried to help our peopleout Blandada and organize am Mi Betartom anyou know next to the kettle or the Pantry, and I had my do not disturb hat.Have you heard about that and Ivthat I've not thoughe about that? That's abeauty flat! Thas Wy! Do not disturb that. So you know because o ther peoplein the house, they want to say Alok to you and they want to Ayou, do want tocup or tea. Or do you want to go mow the lawn or clean the you know when I'mwearing my do not disturb hat, even though I'm here working from home andnot O, be disturbed. I dhat. Well, you also spak about the four phase approach.shes. You know kin OAGUESS, more...

...dicipling way to deal with disruption,so react recover, reflectory Magine, so you now take a miliot or to just to gothrough the steps, and I guess tose steps could be applied to absolutelyeverything anything any distruction that you may encounter, but would youman just going forh the Ju Yehas I said earlier on. You know we seen a reactionphase where everybody was trying to you know, deploy remote work forces putnewprocesses in place to work safely to as much as possible. In short,continuity, insour resilience- and you know from our perspective as all aboutintegrity, because this period has been a field day for the bad actors. Fopeople to exploit. You know huge hugely increased threat, landscape, anwhat we call a threat footprint. You know fishing scams, I mean I get. I getprobably three or four attempts a day for people to have me or fish mebecause of you know, I'm quite pocipfrous in the industry and peoplethink ll be great to have desmon an exclusive networks or sober securityspecially, and so you just going to be vigilant so- and you know th t that'swhat went on then you saw you saw were like okay, we've done that and it'sworking. How do we optimize it? So thats the Tort F recovery bit. You knowit was like we put the I always say when you when I was growing up an myfirst car that my exhaust was blowing and I really needed a new exhaust. Butsomeone showed me that if you went to healse and you coal buy this magic tapeand you put this magic tape around the hokzous and it didn't blow anymore yeah and that's recover and that's whatwe did right and it, but it were, but he didn't want to stop and do anythingbecause the car was still working and that's where we're at now we sort woeverything's working all right. We might not be perfect, it might not beideal, but it is working, but then...

...we're going to go into this, where Icall it the dangerous pase which is reflection, which is you know, you knowwhat Ould every place that exhaust te the tape things was just a shot Tomfixburry. You should re. This is er, it's the reimagination. You know,ibsolutely, don't spend too time much time, reflecting bi jump intoreimagination to the rethink. The big rebuild, the two big opportunities inthe channel upon us one is to rebuild what you know. I needed a newexhausse, the new manifold or a new car. Oh I'm going to reimagine the new carand I'm not going to buy one. I might grat least fine. So there's newconsumption revels to talk about, and people who are sor of heavily relied on.subsubscription based consumption, easily expanded to you know, delivermore teams or more more collaboration tools, and now theyshould contract they. You know so it's those types of reimagination when athow much more cloud storage. What I need you know, where is my destktop Ican out you know, replicate my desk top in a virtual environment. So I heardinterested stories. I speak to a lot of the analyst in the MANHATPAN. You knowwith the big P and the big financeouses and t e one of the VPS. There sent hisexecutive assistant home to work from home and she go home and they deliveredher a thing client. I think it was sittrixs or something and some Vdi sturmutual desk stop stuff and IA. It was great until she switched it all on, butas a good dutiful employee when she left the office, she did the only rightthing. She thought se for Comon the electricity she hit her desk top onyeah, so there was no way to access, even though they quickly deployed right.There was no way to access to desktop and the aerise speak to a security cardand they were on thei. You know the...

...hundred and Tenth Foor and to goagainst a a security Gad from re Seti to go and it was a mess. So what IES?How do we rebuild for the future? How do we reimagine this dynamic, more agile, iterative? What I calledthe Evergreen Enterprise Yeah and the Otergreen enterprise from myperspective, is something that continues to iterate itself: Change of that asyou're, always on the latest version. You're, always on the latest release.You've, always you know, you're able to expand and contract you're able to ployand reverse that deployment and you've got an infrastructure that is, you know,underlines continuity resiliens and I the you know you mitigate any rest, soyou maintain the integrity of that. What does the Doom Tay Infrastructurelook like, and I said you know, Boring Timothy sits in the corner, the riskguy, the no one has ever taken a you know: notice, Om Suddenye's become kingship Iro, Yeah Yeah, you know so the SE. Do we from at me secure my stuff, IISYeic, that's what I see us doing now is actually looking at the way we're goingto work. Look at their new habits that we're going to adopt an employ. Lookingat the new work patterns, the applications to services. How do wemean the integrity of you, the use in the device? I do we maintain theintegrity of the connection. I E mean to take the date there. The systems andthen you know, sales guys are adapting Marketi people are adapt. Then we doimore virtual events. Of course, how do you you know in distribution? We talk abouttwo currencies margin and mindshare Rit, and now it's all about the mind, share.We still gon t look after the margin, because the margin actually pays thebill, but the mine show is important, so we've adapted to building mineshareas opposed to lookitg for pipeline, and...

...we lo I talk about. We turn oninfluence now, as opposed to return on investment and when people return tothe next normal. That influence is going to work for you in gold. You knowand and that's what we've got a so going o think the way you know be itwith sales guys now and we going to have five hundred sales guys for onecompany tread in the streets of London in the future. I doubt it Wat we mightdo is OUV. Fifty andwe might have two hundred and fifty working like thisyeah, I masne you know wha, I mean so there are going to be some disocations.There are going to be some changes. There are going to be someopportunities, don't be a massive opportunity for for the channel year.So it's like work on return on influence and build the people's mindshareup and then you know Reimaginein thefuture whatd ar those architectures. Look like what are those reverencearchitectures Lok by but diffrent, you know for disn. You know I ha mysisterinlaw talked about waiting for an hour online on Bingq website. You knowwaiting for an hour online to be served. You know for any ECOMMERCE transaction,and, what's that all about that means they weren't set up from an applicationdelivery or a good old low balancing perspective right to you know, give thethey say they wouldn't right size. It is of capacity. You know how muchstorage an extra dator af we created whereis, that being stored. It might beupas Anas, your Google or whatever. How can you get that back? Is it you know?Is it cost effective to get it back? If you've done it, hurrently probablyisn't have you got the right communications, itwas e, so you knowthere's lots of boardrooms up and down the country. There's lots of buldroomsglobally that are really looking at their technology infrastructure andsaying I don think we have this right. Thetape is still on the exhaust. We ether...

...need a new car or we need to subscribeto a new car. We need a brand new exhaust and a redundant exhaust thou.We keep in the trump justic case, so so I think, there's a huge opportunity togo out into the channel and influence those that thinking the secondopportunity. I see foruses, we we imagine the future is I'. You know,there's a big bet that there is going to be a dip there's a big bet. There isgoing to be some sort of recession, and people should be ahead of that gamealso and adapt to that and technology has always thrived in difficult trade in circumstances in recessions. Yes, because we need toautomate more and we have a and obviously we need to improveproductivity more if we're going to go through those difficult times. So Ithink the IT Chaneral should come out wit, this stronger, there's a hugeopportunity for venders, with good innovative technology, AD solutions andthere's great opportunities for the channel so long as they havenanexploited the situation and so and Takan advantage of somedistressful circumstances, and they would have built up their brand image,their equity, their influence. You know their mindshare and should really focuson those two areas as they reimagine. What the future may look like. Thatmakes sense for thank you for much for inside Barry. I really appreciated O.You took the time to be with us today. If anyone wants to get in touch withyou, what is the the best way O Tongagebury or to reach out to you andthe just the normal, the normal, a give youa Corin yeah, whatever you know, I always I don't really give my detailsout, not because I'm you know precious about them. I always think if peoplereally want to get older me, they will and a means if they, if they n hat bycontact details and they found them out...

...whell Fa dos I'll, have a chat withthem. Yeah asolutely well many things once again, Barry was, as always, a great pleasure to haveyonder sor today an you and thank you very much for having me oper adics has redefined the meaning ofrevenue generation for technology companies worldwide, while thetraditional concepts of building and managing insize sales teams in househas existed for many years, companies are struggling with the lack of focus,agility and scale required in today's fast and complex world of enterprisetechnology sales see Ow operatics can help your company accelerate pipelineat Operatics, dot net you've been listening to B, to be revenueacceleration to ensure that you never miss an episode subscribe to the showin your favorite podcast player. Thank you so much for listening until nexttime.

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