David,
You should grow a thick skin against the attacks of such troglodytes.
You asked: "I often wonder if vendors are that insecure about their implementations of open standards that they must lock us into questionable ? often failed ? implementations of proprietary functionality. This isn't an issue that's specific to one vendor. Everywhere you look ? take blade servers for example ? this insecurity appears to exist."
As someone who has worked for several ICT companies I am sad to report; Yes, they really are that insecure.
Getting customers to hand over hard cash for goods and services is split into two distinct areas; Sales, and Marketing. A key factor in commercial sales is the constant search for 'differentiation'. In essence: What do we do differently, and what value does that add for the customer. Often, this breaks down into: What does the customer need and want (and why) - how can we match and better that? The most common excuse for a missed sale is: "We have no differentiator" [sometimes: "Our competitor has (a) great differentiator(s) - but it's the same excuse really]. If one can ignore price issues (which happens more often than you might think), under investigation this can often, quite easily, be defined as one of two problems:
- Our (failed) sales people were not as close to the customer as our competitor; or
- Our (failed) sales people were not as good at presenting our case
... rather than to a real failure (lack of differentiation) in the product or service.
This, typically, happens for only one reason; Your Sales people are driving your company, instead of your Marketing people. Marketing people should have a longer term focus, and should therefore be the prime drivers of product and service development, and they should be the people developing business plans and associated partnerships with any external orgainisations - including customers.
In my experience there are two very simple tests to discover if your company is Sales-led (only one is a simple way to judge this as a customer though, with work, it is possible). Internally: Ask for a competitor breakdown of any product or service, by sector, and track how the answer is produced. If the answer comes back from people who report directly to a sales manager in all (or most) sectors, then your company is Sales led. If, by contrast, the answer is generated solely by the product or service manager - or a core competition-tracking team - your company is marketing led (and your company pension may one day actually be worth something). Good both internally and externally is to ask to meet a (your) service (or support) manager. If the Service Manager and Sales Rep (a.k.a. Account Manager, Account Director, Contract Manager, etc.) report (ultimately) up to the same Sector Manager your company (or supplier) is almost certainly Sales led.
If you are a senior manager who receives monthly sales reports that talk constantly (and in many creative ways, as is always the way with excuses) about your firm's lack of differentiation the net effect is exactly what you described - insecurity. You are convinced that your company only exists because your sales people are so incredibly good - battling to sell a tiny amount of added value against immense odds...
You went on, David, to say: "Personally, I think that in almost every open standard there exists plenty of opportunity to offer a killer implementation. There's plenty of room to compete and plenty of customers to go around (and having the freedom to go around is not missing the boat)." How true.
Unfortunately, most large ICT companies compound the first error (allowing Sales to lead) with another; they use a system of, so-called, vertical marketing. This means that they align their people to market sectors (e.g. Finance, Government, Health Services, Manufacturing, Retail, etc.). On the face of it this is a good basis for marketing (as someone once said: "If you're not talking segmentation, you're not talking markets"). However, as ICT companies typically align to their markets this is not good marketing. With very few exceptions they:
- Produce 'standard' product/service; then
- 'Mass-Customize' according to customer needs.
It should be easy to see that this system, while it offers the supplier economies of scale, offers customers only productization (a.k.a. a box selling culture), product rigidity, bureaucratic development cycles, confusion over product development direction (which sector comes first?), and so on...
By extension such rigidities make it easy for the Sales-led company to convince itself that it has missed sales because they failed to 'differentiate'. The problem lies in the (less powerful, 'non-revenue-earning') marketing group, or in the inflexible management of segments (like, not letting Sales Managers sign their own partnership agreements or invest in segment-specific products), or in the poor quality of the over-worked Product Managers' output - but never with the sales team...
Stirring open standards into this mix only strengthens the hand of the Sales Manager. The use of open standards makes it even more imperative to differentiate - because all competitors know how to supply to the standards from day one... As Ordaj posted, vendor lock-in can also (sometimes, though this is a trap for poor marketers too) be a sign of a Sales-led company. Because it is at precisely at this point that the sales managers say; "Hey if you could think of a way to 'lock in' customers to some proprietary file format, instruction set (e.g. the many proprietary implementations of the open standard database query script SQL), programming interface, systems management tool, obscure standard, IPR-governed standard (this list is quite long - such is the creative intelligence that is expended when making a buck) then we will have some advantage or leverage in future sales." Again, as Ordaj points out in his talkback this logic has succeeded time and again in complete contradiction to logic and the available records. Companies that support open standards, in the longer term, always end up ahead. The classic ICT case study being, of course, the re-invention of IBM.
If, on the other hand, ICT suppliers were truly vertically aligned, as they claim, they would actually produce vertical products and services - and economies-of-scale-friendly-company-standards would be an option (and a challenge, but, hey, who wants an easy life?). This is where killer implementations come from - and it is why small, niche, providers constantly spring up. In the spring of '03 I was asked to research the Independent Software Vendor (ISV) market for the wholesale finance industry (mostly Exchanges, Clearinghouses, Hedge Funds and Investment Banks). There were so many ISVs that, after a while, I gave up trying to catagorize them all. The ones I did list all had at least three customers who thought that their ISV-supplier provided a 'killer' implementation. They survive in a sea where big sharks with names like Microsoft, Oracle, IBM, EDS, Accenture, Sun, and many more, swim close by...
But something else struck me - something that led me down the path of discovery that highlighted the above truths. Major investment, and R&D, are NOT REQUIRED to create a 'killer' implementation.
So where does all that money for software licences go? Why (How?) do major software companies spend so much on R&D? [Hardware is a little different but, it has to be said, for standardized equipment such as routers, server blades, and laptops the same rules apply] The answer as best as I have been able to discover is that a big slice is spent on 'marketing' (taking customer feedback, then shoe-horning yours and a hundered thousand other Opinion Formers' wants into one homogenised development path) and on singing the praises of each new product's 'standard' offerings, and mass-customization offerings (which these days includes the costs of working through development partners' ideas and paying to advertise those too). In order to protect that investment, and create monopolies on programs in order to certify the value of their sales channels, they also spend a lot of money on IPR (e.g. copyright protections) - registration, chasing anyone foolish enough to challenge their 'ownership', going to court, government lobbying, etc. etc.. Oh, and because they are so valuable, the sales people and the sales managers (and the ultimate sales managers, the company's directors) all need to be 'properly' paid to keep them on...
You were right the first time - and you are right again. Open Standards like OpenDoc, that are free to be adopted and changed or adjusted by the wider industry, are the bedrock on which great new directions in our industry are founded, and how economy-wide value is created using ICT.
Open standards, including open source distros, are also the essential tools required by any ICT customer who wants to retain control over their administrative infrastructure. This has never been more true, or more important, than today. We are at the dawn of a new age in commerce - when the combined power of communications and computers will reduce transaction costs (ex. physical transportation - which affects only a minority of industries) to near-zero, instantaneously, at miniscule risk. New ways of doing business are already automatically suggesting themselves, and old business models are being challenged (think: publishing, and shopping).
Human ingenuity has the potential to enjoy a new playing field at least as broad as any that has gone before - though all the signs are that it is much bigger. The opportunities on offer can only be fully realized if thoughts can be turned into actions. That can only happen with the freedom to act now. That can only happen with the freedom to change whatever you darn well want, without having to pick up the 'phone and speak to your Sales Rep. who, as we have seen, can't change diddly for you anyway...
Given the number of people who are, literally, frightened by this reality it should be of no surprise that Old Software will pull as many strings as possible in order to prolong the cash-generating life of their old regime. Given that this will also mean they will lobby their friends in government as hard as possible, then we all owe the the people who govern Massachusetts a huge vote of thanks.