MÁS QUE ARTÍCULOS

Tech marketplaces: Solving the last-mile billing barrier to global growth

This article analyzes the rapid growth of hyperscaler cloud marketplaces as a dominant channel for enterprise software distribution, driven by the economic synergy between cloud providers and independent software vendors (ISVs). It breaks down the roles and strategic challenges facing five key ecosystem players—ISVs, hyperscalers, enterprise customers, local reseller partners, and traditional distributors—while highlighting key trends such as leveraging pre-approved cloud consumption commitments to fund software purchases. Ultimately, the author emphasizes that while marketplaces offer streamlined procurement, their full global scaling depends on resolving cross-border billing frictions, tax compliance, partner compensation models, and corporate spending governance.

The cloud killed the partner. What now?

This article charts the historical collapse of traditional technology distribution models and proposes a new framework, the "Tech Partner 3.0 Model," to restore partner profitability in the cloud era. The author details how the industry shifted from territorial "Model 1.0" generalists—who earned high margins for absorbing local market complexity—to "Model 2.0," where cloud computing commoditized software delivery, squeezed partner margins down to 5–20%, and introduced severe economic risks. To solve this crisis, the piece advocates for "Model 3.0," which breaks up the traditional all-in-one partner role into an ecosystem of functional specialists: distinct entities optimized specifically for demand generation, implementation services, or transactional infrastructure. Ultimately, the author contends that hyperscalers, ISVs, and channel partners must abandon generalist strategies and embrace collaborative specialization to build a sustainable, high-margin partner network.

Why I changed how I pitch AI: It’s no longer about saving money, but managing tokens and adoption

Written by an enterprise technology leader with over 30 years of experience, this article outlines a strategic shift for executives from viewing AI as a short-term cost-cutting tool to integrating it into core business strategies. The author argues that successful AI adoption requires direct C-suite ownership, an acceptance of AI’s probabilistic nature over rigid IT standards, and a deep financial understanding of token-based pricing models rather than flat subscription fees. Ultimately, the piece warns that focusing solely on headcount reduction or marginal financial savings harms service quality and long-term enterprise value, advocating instead for using AI as an operational multiplier to accelerate broader corporate goals.

La expansión internacional ya no se construye, se consume como servicio