Hardball :: Manifesto

Continuing from the Harvard Business Review article, HARDBALL, authors Stalk and Lanchenauer write their manifesto, declaring fundamental behaviors and strategies, for winning in the game of hardball. Companies, like Novell, must relearn the fundamental behaviors of winning:

1. Focus relentlessly on competitive advantage.
2. Strive for "extreme" competitive advantage.
3. Avoid attacking directly.
4. Exploit people's will to win.
5. Know the caution zone.

This sounds more like the recipe for waging guerilla warfare and insurgency, but when you think about both Microsoft's dominance over the software industry, and Red Hat's emergence as real threat to the establishment of powerhouse companies in the OS & middleware market. They both focus relentlessly on competitive advantage, incentivise their employee's, their partners, and their customers. Google is waging this very battle with Microsoft over control of the internet, and what's at stake? The winner will be the world's content provider! And maybe this will be the Coke and Pepsi matchup that never dies, but single percentage points of marketshare equals billions of dollars either gained or lost.

So what of Novell, its controversial exit from NetWare, and it's push towards Linux and Open Source solutions; are they relearning the fundamental behaviors of winning? After loosing for so many years, it can become habitual, and learning to win is critical. But, a turn around company like Novell, must also instill a culture of Hardball in every employee. I don't know if Novell is pursuing such an endeavors.

I believe over the next year three very important opportunities lie in front of Novell:

1. The launch and impact of SLES 10 and SLED 10 as Linux leader upon customers and partners.
2. Developing a migration tool for NetWare applications and services to OES (Open Enterprise Server) for the thousands of Novell's ready army, who won't let go of NetWare.
3. How effectively does Novell pursues and leverages partnerships with Middleware vendors-- Oracle, BEA, IBM, SUN and others-- to squeeze Red Hat into a two dimensional product offering.
4. I know many at Novell would disagree with me by saying that OEM and Channel development, or the Product Business Units are the most important priorities for Novell. However, SLE 10 launch should be directly aimed at Channel and OEM partners to sell to their customers, and the PBU is just house cleaning, and should be done in step with the three goals in lead.

SLE 10 launch has six months before Red Hat's next enterprise release diminishes its attention, but a real migration tool for NetWare users will prolong SLE's market impact, and then the real battle begins. As middleware companies turn to do battle with each other and Red Hat the choice of Linux distro should be SLE 10. With Red Hat backed into a corner the attention turns to Microsoft and their OS/Middleware marketshare, and how will they compete with a feature rich, lower priced and secure Linux OS in SLE 10.

The next 12 to 18 months will determine much for the future of Novell in the Linux and OS markets.

The views expressed on this website/weblog are mine alone and do not necessarily reflect the views of my employer.