The news is fresh: https://www.avanade.com/en/media-center/press-releases/azeo-acquisition-closing
LinkedIn marketing site let people think it’s cool and beautiful. It’s more complex and not black and white.
Based on my experience and my knowledge of the MS ecosystem (25 years of experience), I give you my feeling and it’s only my opinion and do not reflect the view of my company. I always welcome new champions but I know both companies very well and I have worked direclty and indrectly with both of them and I know a lot of stories from the field about them during more than a decade; stories that can’t be written here. It looks like Shrek and Fiona’s wedding. One is an ogre and the other is a beautiful young girl, thin and refined. One lives in the forest and the other in a castle. I find it hard to believe that Shrek’s friends will become comfortable with Fiona’s friends. It’s not the same world, not the same mentality, not the same way of doing business. Different goals, different objectives. I understand the enthusiasm of the President of Azeo but not sure that all Azeo employees will find their interest in the deal. The good life is over and the life of a field consultant for some will change dimension. I give you a rendez-vous in some weeks to advise and see if the best elements of Azeo find their balance in the Accenture/Avanade world and feel comfortable and see if they stay or leave this weeding of interests. Good luck.
To better understand my thoughts, it’s a bit like the marriage between Mc Donalds and Big Fernand in the land of hamburgers. It’s almost the same thing but in fact it has nothing to do with it; it is not comparable.
Some things Azeo employees should know about:
Avanade is a big company that is not driven anymore by Microsoft in the Accenture/Microsoft joint-venture. It’s a Accenture sattelite managed by Accenture Directors on the Board.
Avanade is acting as a technology company, the Microsoft consulting services like subdivision, in the Accenture ecosystem. But it’s not a partnership, it’s a parent child partnership. Accenture gives orders and Avanade follows the orders without discussions. The business line of conduct is clear.
Avanade is telling that they are the leading integrator in the world of Microsoft Technologies. The argument is used also in France. I doubt that after one decade and a half of understanding their business and working with them and shareing customers projects. To better understand Avanade in real life, let’s talk about one or two things.
The way of doing business at Avanade and Accenture is based on the scorched earth policy. It’s: “la politique de la terre brulée”. They destroy the systems on the basis of a questionable audit to rebuild everything and sell technology for the technology, quit to overcomplicate the system so that only they are able to maintain it and thus guarantee themselves substantial margins.
Woe to anyone who gets in their way in business. He will be dismissed, put in the dock and placarded and pressured to discredit him, even if he is one of his own employees. At Avanade, there is no morale: it’s work or die and all plans are good to succeed in winning. The end justifies the means. The sums involved are considerable and the mechanics are fragile. Not much is enough to break the trust between a client and a project team so that we can want to look at and have access to Architecture documents and the issues and solutions implemented.
The problem is that the Microsoft technology world is a complex world with layers and technologies piling up. Some are deprecated, say legacy, but we interoperate between the old world and the new world and we also spend our time modernizing information systems. And now, with the emergence and domination of the cloud era, it’s becoming more and more complex. They have to make decisions and their working phases are organized like with several stages:
- audit of the existing solution or system
- discredit the existing infarstructure and IT system
- scare the customer by indicating major risks
- build a complex solution at high cost using recent technologies and customizing products and solutions as much as possible
- ensure the maintenance of this system exclusively
- launch a new modernization project a few years later
- The customer is trapped. He paid dearly for a project the first time around in his first deal, and now gets stuck. He often engages his own involvement in the project and his credibility. His interest is to drive the Accenture / Avanade couple home again, this time trying to better pilot the project and not to get caught up in crazy technological solutions.
You might think that this business is a winner every time, but it is not because some rebel set clients fight against this way of proceeding. The best way is to make a dela with Microsoft to put them in front against Avanade and Accenture or to assign another Gold Partner to audit the solutions recommended by the firm with the orange logo.
In this case, the technique for Avanade is to bypass said integrator and to drown it in the documents and make it more complex with the solution. Do not be delusional spas, decisions are decided in advance and the client will always agree with Avanade through the fact that the Partner Accenture deal directly with the CEO or CEO of the client. This is the reality.
Once you’ve said that, how do you get out of it? You have to surround yourself with Architects and auditors who will take the Architects of Avanade Solutions at their word. These are people who only intervene at the beginning of the project to design the architecture of the solution and then, they are only present in dotted lines. They often offer turnkey solutions with pre-wired PowerPoint. We must ask them to commit to the quality and response times. And there, you will win the iron bars because the developers who will realize the solution are not very experienced despite the daily rate to which they are charged. The solution is often cumbersome and not as reliable and as perfect as announced in the slides during the Kick Off or the response to the call for tenders.
Once again, the nerve of war when working with Avanade is not to be rolled in the flour by their marketing and solution approach. You have to challenge them and compare the theoretical figures and measurements on the solution under construction.
Do not hesitate to bring in Microsoft and in this case their attitude will become more understandable and less arrogant and condescending. Microsoft will not pass up tech scams or flawed solutions. the key is Architecture. Don’t compromise on Architecture
Software development is more than business and money. We build IT systems for people and not to make only the promotion of the latest technologies from the company of Redmond, Microsoft. The system must be masterized and controlled and managed by the client who pay us a lot of money to have a modern and good IT system. Performance and security and scalability should be on mind on the Architects but teher are too busy to focus on their annual review notation to address and fill their customer needs and reach the level of Excellence in delivery.
Having Core Values written on corporate web site is one thing. Ensuring it’s applyied on the field is another thing. Here are the Core Values of Avanade:
- We change things for the better.
- We innovate with passion and purpose.
- We deliver with excellence.
- We believe everyone counts.
- We act with integrity and respect.
My wish is that these rules should go away of the marketing department and be delivered by consultants on the field. But Marketing is easier. It costs less.
I always welcome new champions but I know the reality of the field and how the world is dangerous and brutal.
Let’s see in the coming months if the Azeo employees integrate the model of business from the giant Accenture and their technology subdivision Avanade. The major pitfall for most of its news employees will be facing a total different way of managment. To be a successful consultant at Avanade, you don’t have to be the one who knows the best the various technologies from Microsoft (NET, C#, ASP.NET, SQL Server, Azure). No, it’s not the way it works. You have to be successful in your projects on the billing area. Only the billing and sweet attitude can lead you to be a good employee and have a decent notation at annuel review stage. Other problem is that jean-basket is not the dressing code at Accenture. The differents between the two companies are so huge that I could write to the end of the night.
I am always surprised to see all those small companies, acquired by large companies to have more and more employees. For most of the customers I had in my entire carreer (since 1995), they call me because I am Christophe Pichaud and not for the name of the company who pay me. I have been freelance, employee, contractor, partners, shadow partners and some exotic status but always, my customers call me for various services because of the trust they have with me and because they know I can save their business out of the attacks of the wolves… like Avanade and Accenture.
Killing a wolf, holding it in respect or scaring it away is a long-term job. You know how they think, you known how they behave under all situations, and you know their qualities and defaults. But in business, the key is trust and when a project goes to trial court or is supposed to go, it reveals a lot of informations.
A lot of projects went to trash and customers were furious. Don’t wait for miracles. Protect yourself and bet on Architecture whether you trust Microsoft or not. The problem is not the technology, its’ the way we use it.
I have worked several months for top priorities projects with Accenture, Avanade and Microsoft and I saw so many things that now, I adopt always a good cop attitude:
- Never trust anyone
- Verify all the facts and interview customers myself
- Learn the technology even in its deepest internals
- Do not make any assumption like “it should wrokd like this I think…”
- Ask some friends at Microsoft about use cases and real world scenarios
- Partner with MVP friends to avoid dealing with the “best billable consultant” who will sell me PowerPoint made by Seattle…
- Partner with Microsoft and sharing informations with them to deliver the best solution and the best Architecture
The question is: is it a good thing for a consultant to join the Avanade company ? It depends on what you expect from them. If you want to deliver projects in a big team, may be it could fit your needs but don’t expect to have a excited life. You will deliver with speed and it’s a not a slave job but it is closed to. You will earn a good salary but you will spend a lot of times on work duties. Don’t expect to do a long carreer, they will explain it to you very soon.
If you are rock’n roll star, passionned with technology and a with a good mindset, who read books and work well, with The Clean Coder and Clean Code rules and both hands, who want to deliver on the edge project with latest technologies with secure, scalable and performance in mind, think it twice. You could be dissapointed at sure. I encourage you to apply direcly to Microsoft, it’s better because they are comitted to better Excellence than Avanade because they make the technologies so, it’s not their interest to build something bad but billable. For Microsoft it’s more than money, it’s more than consulting. Understand the reality of the both companies. Avanade sells services. Microsoft create products and tehcnology and they have an entity called Microsoft Consulting Services who sells services.
Best consultants works for Microsoft not Avanade. There is no debate at all. between the two subdivision, it ‘s a well knwo secret, they don’t love each other because they compete on the higher rate of billing. The day of consulting above $1000 and more. The empire of the wolves.
I have worked for both companies, Microsoft and Avanade and I have learned a lot of studied a lot about the way they do business. I begun my carrer as a freelance during 10 years so I was very interested in the way to do business with Microsoft Technologies. When I joined Avanade in 2005, it was headed by Mitch Hill and it was fantastic. I worked on big big projects, I was satisfied because I was Architect and already with top skills prior joining the company but I had a conflict with a french toxic Director in 2007. A guy who is representative of the french mentality in some IT business who think money is the most important thing, more important than knwonledge and professional attitude. It was an asshole and a guy like Machiavel. I told him face to face what I was think if him. It was necessary for me to fight and leave the company. I could have shut my mouth and continue working in the company but working with was a problem for me and it’s not my coneption of life to work with assholes. I was so happy working at Avanade with so many pleasure that It was a deception for me to leave because of bad guy.
Conclusion
Because the place of Paris is small for Microsoft business, I shared a lot of projects with ex-consultants I worked with and we are all working on the CAC40 on Microsoft projects and the stories and well known from a lot of people. I have a lot of respect for Avanade in US and other places but the way things have evolved among the years in France is very “complicated” to be optimist for Azeo new employees to be well integrated. Things have radically changed from when I was in in the company. I hope Azeo people will find a way to survive in this jungle environment. Good luck and don’t let the wolves eat you. Be prepared. It’s my best advices.
I hope the financial operation costs no more than $10 millions or $15 millions because it does not worth more. Azeo always wanted and tryied to be a top player but I am not sure the have achieved that goal yet. In my opinion, it should have been better for the market that Azeo merge with Exakis-Nelite which is Avanade best competitor for the place of Best Gold Partner in France or even on a challenger which is Open-NeosSdi or vNext. Because I know all of these companies, if I need to advice a customer to chosse between Exakis-Nelite, Open-NeosSdi, vNext or Avanade-Azeo, which company would I choose ? If I want a good solution, I bet on the company who accept to deal with Microsoft and with transparency in mind so it won’t be Avanade.
Also, the fact is Avanade France does not have many MVPs which is the ultimate recognition from Microsoft for externals consultants. See mvp.microsoft.com. Nowadays, I bet on small companies like Cellenza, Infinite Square, Infeeny or dedicated individual MVP contributors who delivers best of the mix and match of on the edge solutions without asking customers millions dollars for slides I can find for free on the Microsoft Partner portal.
But the most important, I deal directly with Microsoft with both objectives: A link to the architects team for partners and a link to Microsoft Services for assistance in Architecture and long terms orientations. I don’t dream anymore of big companies. I rely on individuals who know how it works, talk directly and honestly with customers, have a real truth attitude ; they move from one company to another often. I trust them. Not these big companies because they need to do business, whatever it costs. It’s insane. I know them too much. The difference between a Services company and a Software company is that ofr a Services Company like Avanade, you make softwares with money as an ultimate objective. For a Software company and a little compnay, you have different objetcives and requirements. Trust is more important. Quality of the software is a requirement. Performance and Security need not to be an optional billable package. Optimization and scalabilty is not also a high-rated optional package discussed when delivering softwares to users and while discovering the result is ugly.
When I leaved Microsoft, I discovered some small companies and it’s the best environments because trust is made by real people, not resources names on an Excel sheet nor dirty managers in a tuxedo. Avanade and Accenture was a good experience for me when I was young and idealist. My chance was to already be skilled with certifications and knownledge in Microsoft technologies so I could spend my time observe and learn business technique and delivery was easy. I was already had bad annual review because of my attitude that I was said. I was laughing at that. I was shocked too many times by the way of management of thsese directors. Did they read Machiavel before going to sleep to apply it in the company ? I think so. They were adept of demotivation and it was hard to hear some consultants having pain but attached to their job, so they were not complaining and were spending so many hours to complete their duties, more and more and with the esperance of a good annual review. It was not in this mindset, I am a boxer. if there is problem, I ask you directly and we talk. I don’t accept any orders. I am not a slave. You are not my master. I can work for any company. It’s not a problem. My attitude is not deloyale, it’s based on confidence. I have skills, certifications and experience. Event if you are a Director of a multinational corporation, if my audit gives me red indicators that proove your system is full of shit, I will tell you directlty, whathever you paid Avande $2 millions for one year for building and developping a system with the latest Microsoft Technlogies or have 20 contractors working daily on it on a high rated price. This is the job I do day by day. I help customers to not be cpatured by the wolves. I am free.
How I survived after my Avanade Years
I am proud of my Avanade years and I may have missed an opprtunity. A conflict not well managed by me and bad director. All my ex-friends are now Directors at Avanade France. But the fact to work for others Microsoft Gold Partners (Pi Services, Sogeti, Neos-SDI, Devoteam) was a chance to see others way of doing business and projects. After 6 years of the .NET Rangers activities at Sogeti, in 2017, Microsoft recruited me for my C++ and C#/NET skills and I lived a dream. I was happy to join the Redmond company. But a world reorganisation (5000 jobs cut worldwide) took my job after less than a year of good services. It was sad. But I have skills to find a job easily so 15 days later I was joining another Gold Partner, Neos-Sdi, a small company in Paris. People were very cool at Neos-Sdi. The HR Director, Aurelia, is cool. Trust me.
The growth mindset
After Microsoft, I became a MVP at the end of 2017 and I work closely with Microsoft Products Teams and specially Visual C++ Team. Previosuly, I had contact with the VC++ Team but with my MVP award, it was more and more important. It’s was real revival for me with all thoses NDA activities. I discovered the real face of Microsoft technologies and I went away of all those insane debate on business and conficts. It saved me. I joined Devoteam for a young Gold Partner creation around Azure Cloud technologies and .NET modernization applications in 2018 but it failed due to a conflict in the vision of doing business and a point of view on technologies usage between me and the founders of the company. Then I took 4 months off and begun to write a book based on my experiences with C++ for a french publisher named Dunod. In January 2020, My book “Aide-Mémoire C++” was achieved and I joined a small company named Infeeny because of one man who interviewed me during a meal and I trusted him. He is Regional Director and MVP Azure now I work with him. The Mitch. We share the same way of doing business and the same view (90%) on Technologies, specially one Microsoft ones. I learn a lot of him. He will recognize himself if he read this post. I am happy to work with him on Azure and Microsoft Technologies. We make Cloud Solution Architects missions, from DevOps to Azure and Kubernetes and NET and a lot of marketing activities and it’s cool and great.
Don’t be a number
For people who will face the fact that integrating a big company let them becoming a number, there is still a way to escape. There are others Gold Partner in France. Do not desperate, even in small companies, you will be managed better than in a big company. A if you have a problem with a Director or the HR department, leave the company and find another one. There a are so many opportunities that you can change every year and you may even earn more, without asking questions. Don’t work for people who don’t threat you well. It’s my position. Don’t be a slave for an hypothetical 5% bonus at the end of the fiscal year. You deserve more. Life is short.
Good luck to Azeo people
I hope it will work. May be I am too dark and too pesismist. Let’s make a diagnostic in January 2021. I know some guys so I will have some feedback. It won’t be exposed on LinkedIn but consultants share their experiences and Glassdor is an exemple of site where employees can have a revenge over a bad manager of something like that. Talk, don’t keep it for yourself. The economic context is too bad to let a CEO threats you like meat. Fight for your rights. It’s time to choose who you want to work for and what you want to do! A good job is where you do your prefered atcivities. Your job should let you have the possibilities to be creative and do your work with passion.
We have some feedback on last Exakis-Nelite fusion and the result of their weeding in the reality is not yet what they believed it could be when then married some months ago. We wil see how the couple Avanade-Azeo will manage the situation and if they do better. Stay tuned.
My next book, based on 25 years of field experience
This text will be integrated into a book called “Accenture, Avanade, Microsoft : Stories from the Field” which is under working.
Send me comments on christophep@cpixxi.com.