Licenses, what you purchase vs what you use

You go through a procurement process and you buy licenses for the whole corporation to enable it to use the services/products linked to it.

After a while you figure out how much of these licenses you are using in reality:

  • How many people is really using it?
  • How many new joiners are accessing to it?
  • How many servers are using them?

A good asset management process linked to the original contract signed with the vendor needs to be in place, or just a person reviewing it periodically.

Well, you will not imagine how many organizations are losing money with over estimated license contracts that finally are not used.

It’s not easy to convince to an organization to invest money to analyze the gap between the signed license agreement and the real use of these licenses. To do it sometimes is like to recognize that they did not signed the right contract, so it’s like to recognize an mistake.

  • How much we can save if we re-negotiate the license agreement?
  • What is the real forecast we have with respect the use of these services?
  • Can we move to a “as a service” agreement model?


Meetings structured around a 6 page memo

Quoting from Jeff Bezos:

“The traditional kind of corporate meeting starts with a presentation. Somebody gets up in front of the room and presents with a PowerPoint presentation, some type of slide show.  In our view you get very little information, you get bullet points.  This is easy for the presenter, but difficult for the audience.  And so instead, all of our meetings are structured around a 6 page narrative memo…. If you have a traditional ppt presentation, executives interrupt.  If you read the whole 6 page memo, on page 2 you have a question but on on page 4 that question is answered.”

I’m going to use this technique as soon as possible.