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“The main value proposition, apart from coverage and capability, these partners bring to the table huge intellectual property in their own right and their ability to understand what their customers want,” says Jason Andrew

 

BMC Software is focused on helping customers design and implement complete solutions to meet their specific business needs. BMC has formed strong partnerships with more than 500 technology companies worldwide to create a partner network that can deliver all elements of a complete Business Service Management solution—across the globe. But what does it really mean to be a BMC Partner? Join us as we talk with Jason Andrew, Vice president of Worldwide Marketing & Channels at BMC software, about the BMC partner program, and the advantages that offers BMC customers.

 

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Bio

Jason Andrew is Vice President, Channels, of BMC Software, Inc. In the Enterprise Service Management (ESM) Sales organization, Jason is responsible for the BMC Global Channel Partner organization and its alignment with the indirect and direct Sales teams. Jason’s BMC experience spans multiple geographies and areas. His expertise and industry-wide respect is reflected in his 2011 recognition as a “Channel Chief” by CRN magazine. The award is based on past experience and 2010 accomplishments in Channel Management. Jason holds a Bachelor in Business Studies degree from the University of Auckland, New Zealand.

 

 

Questions

  1. We’re talking about a topic we don’t often cover on the Podcasts, and that’s BMC Partners. So let’s start with the basics, What are these partners, and why does BMC have a partner program?
  2. Let’s talk about the different types of partners and alliances.
  3. Can you offer some examples of how these partnerships have made a positive difference for BMC customers?
  4. So we know that organizations can apply to become part of BMC’s partner program, but has BMC joined partner programs? How has that been helpful?
  5. So what are the major things you are focusing on in your partner program?
  6. Anything else you’d like to leave with our listeners?

 

Resources

BMC Partner Programs

 

 

 

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In this Buzz on IT Automation Show, Ben Newton and David Williams give some insider tips to understanding how the BMC Automation Value Maturity Model provides a roadmap to unraveling the complexities of IT automation. Ben is the Senior Manager, Operations Buyer Marketing and David is the Vice president of strategy in the Office of the CTO, both at BMC Software.

 

 

 

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For Sanofi-Aventis... Cloud is giving them the opportunity to reconstruct their service catalog and expose it through the portal to the users... who can actually ask for the service. Instead of having a six weeks to twelve weeks time to deliver the service, they are now operating in 2 to 4 hours. They can actually onboard a service within a week, says Eric Blum.

 

There’s no doubt about it: If you haven’t already moved to the cloud, it’s time to consider doing so. The global cloud computing market is predicted to grow to $121 billion by 2015, up from $37.8 billion in 2010.1 Yet while the pressure is on to join the massive rush to the cloud, doing so without thoughtful planning can create problems down the road. Join us as we talk with Eric Blum, Chief Technology Officer for EMEA at BMC software about how cloud planning and design can lead to greater success.

 

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Bio

Eric Blum is the BMC Chief Technology Officer for EMEA (Europe, Middle East, and Africa regions) with a particular emphasis on Business Value Realization related to cloud implementations and large BSM deployments across international organizations.

 

Eric conducted a number of program executive sponsorships at CXO level while in his previous role at BMC as VP of EMEA Services.  Prior to joining BMC he was the director for mySAP.com solution at SAP France and was the e-Commerce director at Informix where he contributed to the Informix strategy for e-Commerce and drove its deployment across EMEA.

 

 

Questions

  1. As mentioned in the introduction, you believe that lack of planning in a cloud initiative can lead to problems later. What kinds of problems are we talking about?
  2. In your paper you talk more about moving to the cloud from a planning and design perspective. What are the key steps to cloud planning?
  3. Beyond these initial steps, what are some strategies for success with a cloud initiative?
  4. You’ve described a failure to set priorities with a cloud initiative as equivalent to “boiling the ocean.” How do you prioritize the needs?
  5. Do you have any real-world examples of successful cloud planning?
  6. There’s so much to consider here, it’s can be kind of overwhelming. What resources are out there for us to learn more?
  7. Anything else you’d like to leave with our listeners?

Resources

 

 

 

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iTUNES SUBSCRIBE: http://itunes.apple.com/us/podcast/bmc-podcasts/id335625323

 

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