Blogs

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Hi All, The Layer7 Identity Suite team are proud to announce the general availability the Identity Suite v 14.3 Cumulative Patch (CP) 1 (Identity Manager,  Identity Portal  and  Identity Governance) and JBoss 7.2 and WildFly 15 Migration Utility.  Notes: The JBoss 7.2 and WildFly 15 migration utility is also available for customers who are running version 14.2 This utility is only for customers who are running a non-vApp (Standalone) solution. A vApp upgrade will be evaluate at a later time. Installer support for JBoss 7.2 and WildFly 15 will be available in our next major release. This release contains around  100 customer ...
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So if we build on my previous two posts about Crossing the Chasm ( here and here ), you might takeaway that the vast majority of customers prefer incremental changes that preserve the existing value they have -- adding new value only inasmuch as it remains non-disruptive. This leads me to the second product marketing model that I find valuable: The Innovator's Dilemma by Clayton Christensen. Again, paraphrasing ruthlessly (with apologies to the author), what makes your product successful up until today may doom it in the future because sustaining innovations -- smaller incremental improvements in a previous model -- are almost always overwhelmed eventually ...
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In my last post , I introduced the concept of Geoffrey Moore's Technology Adoption Life Cycle as outlined in his book Crossing the Chasm . Here I will discuss the actual "chasm" -- and why it is an important concept for technology product managers to understand. Moore's research found that once you get past your Innovators and Early Adopters -- which are about 1/4 to 1/3 of all potential customers combined -- there is a significant drop off in adoption rate. Paraphrasing liberally (and if you disagree with my interpretation, please let me know in the comments), the psychological drivers for the Early Majority are significantly different than for Early Adopters ...
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The first popular product marketing model comes from Crossing the Chasm by Geoffrey Moore. I will be ruthlessly paraphrasing Moore's conclusions here for the sake of time and space, but I highly recommend reading both this work and his follow up, Inside the Tornado , if you want a keen understanding of what causes many startup products to succeed or fail. Luckily, many of you reading this post will not be trying to startup a new business entirely from scratch. Instead, you will be attempting to define or expand a product model within your (large) organization. So why the reference to Crossing the Chasm? Simply put, Moore identified through extensive research ...
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Before I jump into the models I promised, I felt like I should quickly clarify something because -- when you bring up the topic of marketing -- many tech people's brains immediately begin thinking of tradeshow booths and cool swag (or similar fun & games as immortalized in this Dilbert comic strip ) rather than the steps in the product management process. Event marketing is the most visible type of marketing, which is also why (I believe) that people in technology most associate marketing with what they see during large events -- colorful booths with demo/discussion stations and giveaways that compete for your attention. This type of marketing works well ...
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It’s crunch time and you’ve only got a few hours to test a new payment feature added to your massively successful retail web site. Any mistake could be catastrophic for the company’s revenues…and your job. You know you need to test this functionality prior to launch and yet you dread having to build a new virtual service to test this feature. If only someone else had previously created a service to test this functionality. If only there were a catalog to view and select a service from a list of pre-built services. If only there were a central location where services could be uploaded and shared across all our teams! I could review the pre-built services, see ...
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RSVP HERE From Projects to Products: A new way to manage business outcomes Under pressure by disruptive competitors and discerning customers, more companies are focused on delivering tangible business outcomes. To effectively manage business outcomes, organizations need to transition from traditional project management to product-based funding and delivery. Indeed, 85% of businesses have already adopted, or plan to adopt, a digital product-centric delivery model, according to Gartner. Join Clarity PPM product manager @Brian Nathanson for a 30-minute primer on Digital Product Management. RSVP HERE   ​
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NetApp Insight 2019

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NetApp Insight 2019 It is time for Insight next week, a key event in sharing experiences, knowledge and ideas with customers and peers on the latest in IT technology. In the Brocade booth, we are looking forward to showcase the latest additions to the Brocade© SAN portfolio and demonstrate how Brocade is enabling customers to realize their digital transformation entering the age of the digital economy. Let me give you a snapshot of the demonstrations to see in booth #312. SANnav Management Portal & Global View SANnav is Brocades next generation management platform designed to empower IT administrators to be more efficient and productive ...
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You’re paying a premium for flash; you want to get the full performance out of it. So why are you running it on legacy infrastructure that limits its performance? Technology all around us is evolving at an incredible rate. How do we possibly keep up? Remember when the first smartphone came out with only 16 GB and a 2-megapixel camera? They were built with little storage because who would need more storage when you just used it for internet, texting and phone calls. But innovation has demanded more and more from smartphones. We are constantly wanting more storage, memory and even a better camera to take advantage of the never-ending apps, games, streaming, incredible ...
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As more and more digital business initiatives emerge, which require applications and data to be accessed by those outside the corporate perimeter, the adoption of federation technologies has risen dramatically. Among these technologies, OpenID Connect is starting to take more relevance as a modern framework of flows, which enables clients of all types, including Web-based, mobile, and JavaScript clients, to request and receive information about authenticated sessions and end-users. If you are not familiar with OpenID Connect, it is an identity standard built on top of OAuth 2.0 protocol. It allows applications to verify the identity of the end-user based ...
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Show Notes for Episode 1: The People Factor Featuring: George DeCandio, Mainframe CTO and Distinguished Engineer, Broadcom. And on this episode of RE:Frame we talk about people – the kind of people we’re seeing choosing a career in the mainframe, and what they’re doing. Who is being brought into Broadcom’s ASE program? Meet Michelle - https://www.youtube.com/watch?v=7uSG3oi4Dz0   What does it take to become a Distinguished Engineer, and what career options does it provide? How are new development environments and innovations changing the ways we work on the mainframe? What role does open source software and tools ...
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By attending one of our product roadmap webcasts, you can get a clear view of what’s coming down the road for the CA product(s) you use every day, including details on upcoming product functionality, features, and architectural enhancements. Our 2020 schedule has now been released. You can view it here:  https://learn.broadcom.com/broadcom-mainframe-product-roadmap-series I will also be adding the second half of the year sessions in each of the appropriate product communities in the coming weeks.   NOTE: Roadmap session registrations are open to customers only. If you do not receive a registration confirmation email within 24 hours, please check your ...
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Layer7 API Management User Group - 3 December,  Amsterdam Hosted by Broadcom Partner Enable U We would like to invite you to join the upcoming  Layer7(R) API Management User Group Meeting  at the Lloyd Hotel in Amsterdam on 3 December, hosted by Broadcom's Value Added Distributor, Enable U. We are excited to share our future vision as  a   part of Broadcom, to   provide you with insight into some of our latest innovations and all the continued investments planned for every stage of the lifecycle with Layer7 API Management (formerly CA API Management). This free event will enable you to meet face-to-face with product experts ...
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As businesses move toward engaging their customers and employees through more digital experiences, there is an increasing risk to security due to the widening of the attack surface. This is driven by the adoption of emerging technologies across distributed architectures and the proliferation of devices and other digital interfaces. With the anywhere, anytime access expected by consumers, identity becomes the new enterprise perimeter, maintaining data security and privacy while granting appropriate access based on the user, device, and application. But security concerns don’t end when a user successfully authenticates. Session hijacking is a growing and dangerous ...
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Product marketing (aka product marketing management) is a part of the "whole product" approach to product management, which states that the product itself (known as the "core product") is only a part of what customers purchase when buying a product. There is a series of additional expectations for things like training & support that customers have that they perceive as an integral part of the product. (The concept of the whole product will be covered under another post if there is enough interest.) Within this umbrella, product marketing focuses on the (1) awareness of, (2) adoption of, and (3) satisfaction with the product.  It also includes “market-sensing” ...
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In my last two posts ( here and here ), I alluded to the fact that modern product management incorporates many product marketing concepts. In my opinion, product marketing is the single most overlooked skill set  in making the project-to-product transition. Simply put, most stakeholders traditionally involved in engineering (i.e. developers) or finance (i.e. PMO) do not have much, if any, experience in this area and -- as a result -- are ill-equipped for the demands of addressing customers using a product perspective. The rationale for this statement is rooted in the difference between projects & products as well as the psychology of your typical ...
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Continuing from my last post ... Nothing has changed in that there is still a heavy product  marketing component to a product manager's work. We'll cover that in some upcoming posts. On the other hand, everything changed in the mid-1980s with the advent of computer systems that would allow better coordination and dynamic changes in the  production of a product -- that is, you could use information about the ecosystem and/or the production process itself to improve the process and inform future product iteration -- often producing superior products at cheaper costs. This new type of product management is often called product  lifecycle  management. The most ...
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Modern product management combines 3 key roles or topics: "Traditional" Product Management (aka Product Marketing Management) Product Lifecycle Management Brand Management (which one can argue is a subset of Product Marketing Management, but has its own unique characteristics) Before we dive deeper into the topic, it should be observed that the concept of "product management" has been around for a very long time. People have certainly been marketing (and thus managing) various products or services ever since the invention of movable type in the mid-1400s -- and probably before that in ways that have been lost to time. For the purposes of this discussion, ...
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If your primary exposure to product management practices and principles has been through the agilists within your organization, you might have been led to believe that product management simply boils down to creating & grooming a backlog of features. This is a MYTH. There is far more to product management than simply having a prioritized list of features. First -- as I outline here -- remember that product managers  (as opposed to product owners) spend the majority of their time interacting with customers. This means that you need the skills necessary to have positive interactions with those customers and convince them that the vision or strategy set ...
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If your team is considering investing in a project portfolio management solution, such as Clarity PPM, Planview Enterprise, ServiceNow PPM, or Planisware, you should consider the following five factors before deciding on the optimal platform for you and your company: Does the PPM solution have strong portfolio management capabilities? Does it support deep application portfolio management? Does the PPM solution ensure flexible reporting and actionable analytics? Does it have robust financial management capabilities? Can the PPM solution enable enterprise scalability? After interviewing users of each of the four above-mentioned PPM solutions, Apprize360 ...
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