The Death of Spreadsheets

That's an Edgeline Shipping Pallet, converted.

"Knowledge will no longer be trapped on paper... or under glass."

9/24/2014

We were talking about Big Data - it's what we do - when she exclaimed, "It's the Death of Spreadsheets...people will need to swallow faster..."

I was stunned and not sure what swallowing had to do with Big Data, I'll let you ponder that one.  I did, however, understand her observation about Big Data, or specifically, the use of Big Data and the end of spreadsheets.

Spreadsheets are on the path to oblivion, just ask Microsoft.

The rise of the 99 cent algorithm and the fall of "=@if(A, B, C)".

Algorithms are workflow.

Automating processes with algorithmic discipline is changing everything.  Why generate formulas on static spreadsheets when a preconceived formula, connected to live data, streams actionable information directly to your device, pane of glass, or contact lens?

Imagine saying the words,  "Computer: what is the most profitable group of devices in my fleet, today?"

Not only is the answer reported orally, but a running, graphic representation of your profitable machines is presented as well as comparative representations from around the globe - all in real-time.

Beyond words, what if the 'cloud' knew exactly what you wanted to see and when?  Instead of you asking, the information(vs. data) is presented to you nice and neat, in real-time, anywhere on the planet.

No paper, no historic or static.

Funky, eh?  There's more.


Apple just released, to a rather conservative fanfare, the latest addition to the iPhone lineage.  Some were waiting for a "Dick Tracey" watch and others lamented a "phablet", instead, Apple released some less expensive color devices and a new 5s - in Gold.

To many, the device was less than expected - I took note of the A7, 64-bit processor.  In a word, "Awesome" and I'm not an Apple FanBoy.

The A7 is the first 64-bit of its kind to be found in a phone, processes twice as many bits per cycle, and incorporates built-in, on-the-chip encryption.

This all means the little gold box will do stuff faster, crunch more numbers and drive cleaner video - all in the palm of your hand and this is just the beginning.

Back to big data.

Soon, we'll all be carrying around enough processing power to compress massive calculations and connect from anywhere on the planet.  Our customized, 1:1 news will stream flawlessly, and profit, commission, productivity, and financial reports, both personal and business, will seamlessly appear.

In the cloud, huge amounts of calculating power will collect data from billions of sensors all around the planet.  For example, when one of your Konica Minolta is repeatedly misfeeding, AND throwing off ambiguous errors, our newly ubiquitous business intelligence network will:

• Analyze the multitudes of sensors inside the copier...
• Backtrack the units manufacturing chain of custody...down to every component
• Research the composition of toner and examine the entire supply chain...
• Research the composition of the paper, all the way back to the tree...
• Measure the humidity fluctuations and compare them to occurring misfeed times...
• Compare the reported symptoms with millions of other devices and every other device ever recorded... 
• Measure the incoming power...
• Report back a meaningful diagnosis - or simply make corrections remotely - and then report back...

All real-time. No paper because the paper is too slow, no glass, because glass is too restrictive.

Chew on that.

PS - I used a copier as an example but you and I both know, there won't be any copiers left, don't we?
#Wink #DOTC #NoReallyThisTimeItIsPaperLess

1910 -

The Mundaneum

Founded by Paul Otlet (who outlined a concept of a globally connected network of computers in 1934) and Henri La Fontaine, The Mundaneum aimed to "gather together all the world's knowledge and classify it according to a system they developed called the Universal Decimal Classification".

Originally posted on Walters & Shutwell, Inc. Sept, 2013.

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Remastered by GPT4.0, 3/2023

The rise of Big Data and the increasing use of algorithms is transforming the way we process information, leading to the obsolescence of traditional methods such as spreadsheets. This was an observation made by my colleague Jennifer during a conversation we had about Big Data.

Algorithms are becoming the new workflow, automating processes with greater efficiency and accuracy. Why use static spreadsheets when a preconceived formula, connected to live data, can provide actionable information directly to your device, pane of glass, or contact lens in real-time?

For instance, imagine asking your computer: "What is the most profitable group of devices in my fleet today?" The answer is not only reported orally but also displayed as a running graphic representation of your most profitable machines, compared to similar devices worldwide.

But the impact of Big Data extends beyond visual representations. Soon, our customized, 1:1 news will stream flawlessly, and personalized financial reports will appear seamlessly. In the cloud, massive processing power will collect data from billions of sensors all around the planet.

For example, if one of your Konica Minolta repeatedly misfeeds and throws off ambiguous errors, our newly ubiquitous business intelligence network can analyze the multitude of sensors inside the copier, backtrack the unit's manufacturing chain of custody down to every component, research the composition of toner and examine the entire supply chain, research the composition of the paper all the way back to the tree, measure the humidity fluctuations, and compare the misfeed times. 

Then, it can compare the symptoms with millions of other devices, every other device ever recorded, and measure the incoming power to provide a meaningful diagnosis or make corrections remotely, all in real time.

These advancements are leading to a paperless future and could even render traditional office equipment such as copiers obsolete. As we look to the future, it's worth remembering the Mundaneum, founded by Paul Otlet and Henri La Fontaine in 1910. 

They aimed to "gather together all the world's knowledge and classify it according to a system they developed called the Universal Decimal Classification." It's remarkable to think how far we've come since then, and even more incredible to imagine where we'll be in the future.

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Tweet: Big Data is changing everything! From automating processes to providing real-time insights, the possibilities are endless. #BigData #Automation #RealTimeInsights

Intro paragraph: In today's world, Big Data is becoming increasingly important, as it has the power to revolutionize the way we process and utilize information. With the rise of algorithms and automation, traditional methods such as spreadsheets are on the path to obsolescence. The ability to connect preconceived formulas to live data provides actionable information in real-time, changing the way we work and make decisions. Big Data is not just about processing information, but it's also about how we use it. From customized 1:1 news to personalized financial reports, the possibilities are endless. In this era of digital transformation, Big Data is changing everything!

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Toner For Tablets - March, 2012 "The New #iPad Will Kill Printed Documents"

Originally posted, March 4, 2012

"One of the iPad's biggest competitors has been paper," said Nick Bilton, a tech columnist at The New York Times, "and now this is better than paper."

So many books and so little printing-

I was somewhat dismayed to learn Britannica is no longer going to print its encyclopedia.

I was a bit vexed when I read that printed,  pulp-erotica isn't as hot as it once was.

My confusion cleared upon discovering the hottest thing on  E*Readers is ladies' romance/erotica - women and their dirty little Nook's. This makes perfect sense; nobody can tell what you're reading while sucking a caramel macchiato, head down on a Kindle.  Poor Fabio.

Even Conde Nest is moving out of print and into the online subscription business.

Boomers and Managed (print) Services

The Last Gap Generation - Friday, June 28, 2013, Walters & Shutwell

If you remember back to the '60's - riots, Viet Nam, Presidential and political assassinations, hippies at Woodstock, the Beatles, Stones, the Peace Movement, and a vaguely remembered issue called the "The Generation Gap".

This Gap referred to the difference between younger generations and their elders. Back then, teenagers regarded their parents' established social norms as outdated and restrictive - many rebelled:

• They burned draft cards.
• They marched in the street.
• They took up new social and political issues.
• They expressed themselves through free sex, lots of drugs, and rock and roll.
• They didn't trust anyone over 40.
• And they promised to never, ever end up like their parents. 

At Transform 2013, I attended Terrie Campbell's presentation, "GenY's Idiosyncrasies - Can your Business Survive Them?"  She has an acute understanding of the inner workings of the different generations within the business environment.

Here is your rendering of the Baby Boomer demographic:

Providers: YOU ARE MISSING THE POINT !

A great sales manager once told me, "Greg, sometimes, we over complicate things - we're just selling copiers."  I've come back to his statement again and again over the years because it's true.  

Speaking as somebody from the industry; we've cold called, assessed, proposed, Powerpointed, scrubbed MIF and yes, even closed a few equipment, EDM, ECM, SFA, FM, Mps and MS deals - I can tell you, most of us take ourselves WAY TOO SERIOUSLY.  Print, even managed print services, just ain't all that important to customers.  Remember them?  

Time to Put the Cost Per Copy Model Down.

Oh yeah, we're going there.

It started long ago.  In the beginning, making copies of business documents - memo's, invoices, reports - was slow and tedious.

So we built devices to perform these duties.

Thousands of moving parts, heat, static electricity and heavy handed employees contributed to a dynamic and precarious environment - they required a good amount of attention.

To put it bluntly, our machines broke down so often we needed a way to pay for technicians.

To support the machines in field the 'industry' hatched a plan:

"Why don't we sell service with the machines?  We'll make it impossible for anyone else to supply our devices, so we'll combine service and supplies into a billable line item, determined by how many pages come out of our devices...and will call these 'clicks' after the noise a meter makes with every copy and call the billing model Cost Per Copy..."

Genius, really.

Oh sure, there were other schemes - blending ...

Read the rest, here.

The paperless office will come to being over a copier rep's dead body...so to speak.

Yes, I believe the long standing transactional business model of the copier industry will have to die before the paperless office ever stands a chance.  Indeed, the majority of the die-hards in the industry are motivated, trained and developed to increase paper in the office, not decrease it.

You see on the vendor supply side, there are different types of providers.  For the purpose of this blog, let's focus on the die-hards, the traditional copier companies that dig in their heels, resist change and insist that the old school way is the best way.  Or at times...the only way.

It is no secret that thousands of owners, managers and copier/mfp reps thrive on six and seven figure incomes all derived from selling office machines to produce as much toner/ink on paper as possible.  The die-hard copier teams have goals to sell copiers/printers/mfp's to businesses "without regard".  That is without regard except for the numbers.  The higher the number the better the number whether its in units, price or pages.  Hear that cow bell ring...seriously.

Read the rest, here...really good stuff!

Why Don't You Pay Reps Residuals on Service Contracts?

"It is time to pay sales people commission on copier service agreements.  It is time to combine all volume under one agreement, on a single invoice and pay the sales person residuals for the life of the engagement."

January, 2013

One of the first rules of managed print services is consolidating the decision making process for printers with the process for copiers, bringing IT and Purchasing(or facilities) together.  This usually meant getting the copier decision out of the hands of purchasing or facilities and into the realm of IT.

It was a big deal at the time and a qualification of a real managed print services opportunity - if we can't speak to the person in charge of both copiers and printers, we did not move forward.  On the other hand, once we befriend an IT director, one of our guiding principles was to shift the copier decision process into IT.  If the device was connected to the network, it should fall under management of the IT department.

It was a good idea and contributed to most every successful managed print services engagement.

But a funny thing happened on the way to managed print services nirvana - in an effort to fully understand managed print services, we, on the provider side,  chopped up all the elements of the ecosystem. We saw managed network services as separate from managed services(?).  We decided to propose MpS for printers and continue writing separate service agreements for copiers.

We dumbed down managed print services offering "advanced toner delivery services" in its stead. The printer & toner guys laid claim to MpS defining it as "printer service and supplies on a cost per image billing" sliding right into their existing model.

And the copier folks were just fine with this approach, they didn't want to change either. They didn't need to adjust the way they leased and serviced copiers, or tamper with decades old billing and invoicing policies.  No need to upset the apple cart here - service departments have been running just fine - fueled by 36 to 72 months of predictable and untouchable service revenue.

It doesn't stop here.

Read the rest...

HP is Not IBM

This isn't to say that Gerstner couldn't save HP - what he accomplished back in the 90's is a case study in turnarounds.  It's simply not the same environment today as it was in 1993.

There are, however, some spooky similarities between HP of today, and the IBM Gerstner inherited.

When Gerstner took over, IBM had just experienced an 8 Billion dollar loss - at that point, this was the largest corporate loss in history - their stock was down 6%.  Many pundits strongly recommended breaking IBM up into  "Baby Blues" - the breaking up of Big Blue, into little divisions and selling them off - being the only way IBM could survive.

IBM was the largest, most profitable computer hardware manufacturer of the day enjoying 40% margin on hardware. At the time, selling services was completely alien and new not just to IBM, but to an industry.

And that industry was dying.   These words from Business Week, 1992 -

"As the monolithic mainframe gives way, the industry breaks into leaner, faster, smaller parts...

It sure looks like an industry on the skids. The signs are everywhere and grow more painful every day: Worldwide leader IBM Corp. is shedding 40,000 workers this year, for a total of 100,000 since 1985. No. 2 Digital Equipment Corp. ousts its founder, after taking $3.1 billion in charges over two years to cut 18,000 jobs and vacate 165 facilities. Wang Laboratories Inc. files for Chapter 11 protection. France's Groupe Bull lays off 8,000 workers and closes 8 of 13 factories; Italy's Olivetti downsizes by 20%; Siemens Nixdorf plans to lose 6,000 workers. And the list goes on."

Gerstner incorporated a great deal of strategies, most remember and point to a few key unusual approaches that, today, are part of every company's 'come-back plan':

Get the rest on Walters & Shutwell...

Arnold.  1993 Movie -

How Do We Monetize Workflow?

1/2013

As far back as 1999, assessments and workflow studies were performed as a way to determine exactly where our machines fit best. They were part of a hardware play. The “study” – or assessment – became embedded into all of our sales cycles. Indeed, some sales managers used "number of assessments" as a funnel metric.

OEM training courses included feature benefits, product specification and demo scripts. The more advanced selling courses incorporated a needs assessment and cost/benefit proposal training, and for the time, those courses were pretty well received.

We attended class after class, espousing various pain points, exposing methods and techniques designed to increase your share of their wallet. Because the assessments were nothing more than a component of the selling process, we never expected to be paid for those efforts. If walking around for a few days, interviewing workers, jotting down serial numbers and printing usage reports falls under the normal responsibilities of a copier rep, why would we charge for this service?

Why? Because it is the future

I think points about volumes falling, machine installs stalling and OEMs suffering don't need to be made here. Facts are stubborn things. Print is going to fade, and if you're not planning for it now, if not years ago, your dealership will end. So, unless you are looking to cash in and live on the beach somewhere (which isn't such a bad idea), you've got to be looking beyond the horizon, and right now, realizing revenue by performing workflow services is an attractive alternative.

There are as many strategies for shifting away from boxes and over to systems/processes as there are businesses.

Let's take a look at two:


The Extreme Makeover:

* Repurpose large sections of your service department. In addition to cross-training from copier to printer (or printer to copier), invest in additional technical certifications. I would look to CompTIA.

* Uptrain your selling team. The most important area to shift is your selling team. Move away from traditional industry sales techniques. Look outside our niche.

* Reduce internal costs. Assess and optimize your own internal processes to the bone, reducing wasted time and dollars along the way.

* Position into the cloud (SaaS, HaaS, IaaS, PaaS). The field of cloud providers is ever increasing. Engage in it.

This is a radical, deep-diving, ever-expanding, "burn the ships on the beach" approach and is not for everybody. The thing is, it is better to plan disruption than to be a victim of disruption.

Hearts and Minds:

* Redesign your company value proposition. Look at your business differently and articulate the new you.

* Redesign and rebuild your compensation model to include all recurring revenue, without hardware gates. Don’t destroy innovation. Open your mind to alternative compensation models.

* Repurpose large sections of your service department. In addition to cross-training from copier to printer (or printer to copier), invest in additional technical certifications. I would look to CompTIA.

* Uptrain your selling team. The most important area to shift is your selling team. Move away from traditional industry sales techniques. Look outside our niche.

* Partner with cloud service providers (SaaS, HaaS, IaaS, PaaS). The field of cloud providers is ever increasing. Engage in it.

This approach is just as complicated – and in fact, includes some of the same steps – but it engages at a slower, more thoughtful pace and is less of a shock to the system.

Having been through the "Extreme" example, I am a fan of the "burn the ships on the beach" approach, yet I believe a combination of both approaches is ultimately best. Engage as a consultant, not a copier/MpS salesperson. This requires new talent in the field, and at first, it might mean your selling staff will actually engage as billable experts.

The goals, from a tactical standpoint

When looking to monetize workflow, our goals are reasonably simple:

1. Bill for time – before beginning an assessment or close for the project
2. Bill over time – engage at a monthly rate over a period of time, similar to a retainer.

The BIG difference

In a simple phrase, the difference between revenue from product and revenue through EDM/workflow is that the latter is recurrent versus a project-based, one-time revenue. It’s all been said before: We need to move our model from equipment- to subscription-based. But getting through a plethora of variables and determining cost models over time, which are unlike hardware-plus-service pricing structures, is difficult.

Gaining revenue from workflow is more akin to business consulting, and not many of our dealerships are set up like consulting firms. Consulting firms sustain themselves on project-based revenue billable through a statement of work and a master service agreement; this does not typically generate a great deal of revenue over time – certainly not at the levels we've come to expect from a fleet of 30,000 devices, for instance.

Barriers to entry

"The strengths of the past can hold us back." Can we reverse the mentality?

Well, here we are, in 2013. Margins and the number of devices sold are shrinking, and we're hearing a lot about “workflow” and document management.

Once again, the question comes down to this:

How do we provide these services and gain revenue? This quandary is especially poignant because, for nearly two decades, we trained an army of people not to bill for "presales" functions. This is to say, performing workflow was something we've done for free as part of the selling process. How can we change now?

Indeed, early during the latest managed print services movement, there were grumblings of how to charge for assessments. There seemed to be some traction, but the effort soon died. I credit this to our overwhelming insecurities and death-grip hold of the copier-dealer mentality: “We aren't worthy to charge for services, and we still believe in OEM quotas.”

This structure worked for decades, feeding families, employing thousands and supporting business expansion all over the globe. But those days are gone. How long can we ride the remaining 60-month service agreements?

It's time to change.

Posted on 01/04/2013