EnjoyTech

I have been living in the Silicon Valley for a while, and sure enough I haven't forgotten the dot com days. A few days back, on my way to the San Francisco airport, I saw a billboard by aol advertising that they are cool (again!). I also observed that parking lots alongside 101 weren't that empty. I told myself "man! this does feel like 1999". The smart people - entrepreneurs, VCs, and analysts - that I talk to, tell me that we're in a bubble. They call it Bubble 2.0. Perhaps, they're right. The company valuations are through the roof. Facebook is valued around $75 billion and Color , on the launch day, had $40 million in the bank. The angel, super angel, and incubator investment deal flow is bringing all the talent to the Valley and all these young smart entrepreneurs are working on some of the coolest things that I have ever seen. But, there's a talent side that I am worried about. What this influx of easy venture capital has ensued is companies waging t

During my several interactions with - CIOs, senior IT leaders, and Line of Business (LoB) heads - I have firsthand observed the power struggle between LoB and IT and a slow but continuous tarnish in their relationship due to cloud and SaaS offerings. IT and LoB work for the same company but they build their little and in some cases huge empires within a company. Even if the end goal of a company is to leverage technology to gain competitive advantage, they all have orthogonal goals that appear to be conflicting from the outside. In a negotiation, it's imperative to recognize that both parties never want the same thing. It's about getting to a deal that's a win-win situation. Regardless of the kind of ISV you represent and who the buyer is, I suggest you make the both - IT as well as LoB - work in your favor. The ISVs that typically face these challenges fall into one of these three categories: 1) On-premise vendors that sell into IT find it difficult to compete against SaaS