Disruptive technologies such as hand-held devices, cloud computing and social media are rattling the foundations upon which traditional businesses are built. Enterprise customers have grown smarter at ensuring the latest technological trends work in their favor. Everyone is trying to zero in on their core competencies by employing commodity services to run their business.

Likewise, enterprise application vendors need to zero in on their core competencies and enhance more value to the businesses of their clientele by leveraging standards-based commodity services, such as IaaS and PaaS, provided by leaders in those segments (e.g. Amazon EC2, Google Cloud Platform etc.).

What else enterprises need to do is learn to adopt new and emerging technologies such as cloud, utility and social computing to build on them to penetrate new market avenues.

New small and medium-sized entrants into the market are constantly challenging enterprises given their ability to rapidly turnaround and address the requirements of the customers in a cost-effective manner. Additionally, these new advancements also affect how enterprises create, deploy, and manage solutions and applications. If you take the example of Force.com, for instance, you find that it’s a common war zone for enterprise application vendors to furnish SME markets with their applications, with the new entrants mostly having an edge.

Another blanket article about the pros and cons of Direct to Consumer (D2C) isn’t needed, I know. By now, we all know the rules for how this model enters a market: its disruption fights any given sector’s established sales model, a fuzzy compromise is temporarily met, and the lean innovator always wins out in the end.

That’s exactly how it played out in the music industry when Apple and record companies created a digital storefront in iTunes to usher music sales into the online era. What now appears to have been a stopgap compromise, iTunes was the standard model for 5-6 years until consumers realized there was no point in purchasing and owning digital media when internet speeds increased and they could listen to it for free through a music streaming service.  In 2013, streaming models are the new music consumption standard. Netflix is nearly parallel in the film and TV world, though they’ve done a better job keeping it all under one roof. Apple mastered retail sales so well that the majority of Apple products, when bought in-person, are bought at an Apple store. That’s even more impressive when you consider how few Apple stores there are in the U.S. (253) compared to big box electronics stores that sell Apple products like Best Buy (1,100) Yet while some industries have implemented a D2C approach to great success, others haven’t even dipped a toe in the D2C pool, most notably the auto industry.

What got me thinking about this topic is the recent flurry of attention Tesla Motors has received for its D2C model. It all came to a head at the beginning of July when a petition on whitehouse.gov to allow Tesla to sell directly to consumers in all 50 states reached the 100,000 signatures required for administration comment. As you might imagine, many powerful car dealership owners armed with lobbyists have made a big stink about Elon Musk, Tesla’s CEO and Product Architect, choosing to sidestep the traditional supply chain and instead opting to sell directly to their customers through their website. These dealership owners say that they’re against the idea because they want to protect consumers, but the real motive is that they want to defend their right to exist (and who wouldn’t?). They essentially have a monopoly at their position in the sales process, and they want to keep it that way. More frightening for the dealerships is the possibility that once Tesla starts selling directly to consumers, so will the big three automakers, and they fear that would be the end of the road for their business. Interestingly enough, the big three flirted with the idea of D2C in the early 90’s before they were met with fierce backlash from dealerships. I’m sure the dealership community has no interest in mounting a fight like that again. 

To say that the laws preventing Tesla from selling online are peripherally relevant would be a compliment. By and large, the laws the dealerships point to fall under the umbrella of “Franchise Laws” that were put in place at the dawn of car sales to protect franchisees against manufacturers opening their own stores and undercutting the franchise that had invested so much to sell the manufacturer’s cars.  There’s certainly a need for those laws to exist, because no owner of a dealership selling Jeeps wants Chrysler to open their own dealership next door and sell them for substantially less. However, because Tesla is independently owned and isn’t currently selling their cars through any third party dealership, this law doesn’t really apply to them. Until their cars are sold through independent dealerships, they’re incapable of undercutting anyone by implementing D2C structure.

When businesses are trying to expand and require professionals to lead teams, terminology may get in the way of who performs what roles. When it comes to information technology (IT), new and vital professionals may seem hard to differentiate between one another. However, there are key differences between specific professionals needed with IT departments. Here are the responsibilities that differentiate between an IT manager and an IT project manager.

IT Managers

IT managers are the leaders of the entire IT infrastructure a business has to function properly. The IT manager must lead the entire IT department to regulate and maintain the IT network for the business. As a manager, this IT professional corresponds with other departments in the business about how the IT department is implementing the goals the business is aiming toward. In addition, the manager must be fiscally responsible and answer to executives and financial officers in the business the reasons behind certain costs and investments. Because of the dual computer technology and business acumen this profession requires, many IT managers have a Master of Business Administration (MBA) related to information technology.

IT Project Managers

If you are a software developer looking for a slight change, then you have several options available. The process of software development requires multiple types of resources. A software developer performs the construction and delivery of software programs. An experienced software developer gains business knowledge, analytical skills, team management skills and communication skills. All of these skills can be used to divert your development career into a related and slightly varied role in software development.

Production Support Engineer
A developer can easily switch to the role of a Production Support Engineer. This role entails working with customers and technical teams to report, track and resolve production issues. For some, this might be an exciting opportunity to see the software application from a user’s point of view.

Engineering Manager
If you have experience in leading a team of developers, you could take the role of an Engineering Manager. This role requires managing a bigger team of developers. The Engineering Manager is also responsible for ensuring the delivery of software products and meeting the deadlines set by Product Management. You will get the opportunity to develop software, if you are inclined to do so. However, you will also take new responsibilities such as performance management, infrastructure management and vendor management.

Partner Engineer
This role requires some amount development as well as coordination with partners such as vendors and customers. The job of a Partner Engineer is to act as a middleman to help the integration of services with partners via application programming interfaces (APIs). For example, companies such as Twitter and Facebook employ Partner Engineers to integrate their services with customer websites.

Systems Analyst
Many companies offer developers with an opportunity to switch to Analyst roles. This role involves analyzing system requirements by working with business and technical teams. Many Systems Analysts also work on reviewing, developing and testing application code. This role is suitable for developers with strong analytical skills.

QA Automation Engineer
This role is responsible for automating test cases with the help of tools such as Java, Ruby and Selenium. This role is ideal for people with prior development experience. QA Automation Engineers work with developers and product managers to define test cases, and to automate and run the test cases. In this role, you will get the opportunity to work on back-end as well as front-end automation tasks. You will remain in touch with programming languages as well as database technologies.

Database Analyst
Most people gain significant amount of knowledge on databases while working as a software developer. This will help you to switch your role into a Database Analyst. A Database Analyst analyzes database issues, reviews performance problems, writes database scripts and runs queries. This role also provides a path to become a Database Administrator, if you are interested.

Deployment Engineer
This role is responsible for deploying the code developed by software engineers. You may not be developing application programs in this role. However, you will be responsible for code deployments, pushing the code into test and production environments.

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