Volume License Management – Is SAM the NEW ZEN?

Volume License Management – Is SAM the NEW ZEN?

Volume License Management in 2015: the first step is admitting you have a problem

Technology is fragmenting. Although this immediately sounds like a negative, there is a positive side to this truth as well. But fragmentation is a broad term; so allow me to provide some colour.

Workload differentiation worries

We can see a ‘splitting apart’ or at least some level of polarisation in various technology streams from data management tasks and upwards to cloud. Data workloads can become differentiated due to:

a) Transactional streams happening in one place
b) Core IT backbone services happening in another place
c) New high-value analytics services happening elsewhere

Let’s remember the positive here, i.e. this compartmentalisation happens because we want it to — being able to do one job one way and another job another way represents computing freedom. But creating unification in this new more complex data landscape can be tough. Pinning down our licensing accountabilities across this sometime disparate set of technology silos can be even harder.

It’s not far to move from this more granular notion of data workloads to the point where cloud also presents a challenge. Our abc examples above are redolent of a technology stack that starts to shunt elements of IT off into silos when and where efficient use of discreet services can be brought to bear.

Algorithmically logical laws of physics

Again this is not a bad thing. In fact it’s great. Distinct service-based computing is where some of the greatest new efficiencies are realised though flexibility. But this flexibility quotient is part of an algorithmically logical law of physics, which states:

“As flexibility through service-based computing increases, the nature of licence management experiences an equal and opposite increase in complexity if left unchecked”

Bringing controlled volume licensing accuracy to this type of environment is tough, which is why it pays to follow the same ethos that leads to specialisation in the first place. The route out of this depends upon the use of consulting services, tools and systems to help optimise technology estates within our new hybrid cloud world.

Multi-site multinational multitudes

If we look at these home truths in the real world, then things quickly start to look even more complex than at the outset. A multi-site multinational with a multitude of applications will very typically face an extremely complex overall IT management burden — and the Software Asset Management element of that management task will be considerable.

Bringing order to what might feel like chaos requires a Zen-like approach so that we progress one logical step at a time. An independent review of a firm’s software compliance position will serve as the foundation stone upon which a business can build an asset-rich asset-empowered and asset-compliant operation for the future.

Many firms have a problem here, they have never undertaken a gap analysis to even determine their starting position. All said and done then when we look at licensing in 2015, the first step is admitting we have a problem or two to overcome.

There, we’ve said it, do you feel better?

Whether you do or you don’t, find out more today about how Crayon are already providing world leading SAM services to many of the world’s top organisations, optimising complex technology and providing clarity and calm to their IT landscape.

www.crayon.com

I am the Group Chief Marketing Officer at Crayon. My team are focused on driving enhanced lead generation campaigns and nurturing for our sales organisations across multiple geographies though the utilisation and coordination of all online and offline communication channels. We are driving increased brand awareness in the business's core competency areas of Software Asset Management (SAM), cloud and volume licensing solutions and associated consultancy services. I have over 20 years of senior business leadership experience within direct marketing/direct sales and mass distribution businesses, in both the B2B and B2C markets serving on the boards of both private and public multinational corporations.

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