Autodesk’s channel in the suite spot

Autodesk last week invited media and industry analysts to HQ to learn about updates to its channel programs and to hear from partners how last year’s revamp has gone. The changes are both subtle and significant, touching on the offering itself, how Autodesk will interact with its channel, and how the channel will interact with its customers. First, the channel program changes — subtle. Autodesk is creating a platinum layer on top of the bronze/silver/gold scheme announced last year, for partners who develop what the company characterizes as “deep industry expertise” and score highest on customer satisfaction surveys. In addition, Autodesk created new partner specializations in consulting, AEC, process plant and factory design that can be earned by completing training and testing. The scheme is intended to signal to customers that a partner with a specialization will deliver higher value in terms of services and process consulting than a partner without the designation. The bigger news wasn’t about the partners but about Autodesk itself. Autodesk has created a new Worldwide Channel Sales organization led by Bill Griffin (former head of channels for the Americas), with Ray Savona responsible for EMEA channel sales, Denis Branthonne in APAC and Gary Smith in the Americas. All four are veterans of Autodesk’s sales organization and will work to harmonize channel efforts around the world. In meetings with Bill Griffin and Gary Smith it became clear that Autodesk is serious about growing its channel capacity and help partners achieve broader business goals. But the biggest news was how suites — introduced by Autodesk last year and significantly expanded a few weeks ago — will change the character of channel partners, as the suites will drive significant services opportunities to the channel. By upselling a suite of products to customers who typically buy a single application, Autodesk intends to become more integrated into a company’s core business and tie its applications (and their data) into its processes, all of which necessitate services and training. Callan Carpenter, now Autodesk’s VP of global services, said that “technology only can go so far to solve a customer’s problems; you need to examine existing processes to see what needs to change and train people to get the most out of all that is in the suites”. Mr. Carpenter is convinced that the opportunity is real, very large and can be addressed by the channel — with some help from Autodesk itself. I came away impressed by the channel partners at the event — a very professional group of businessmen, intent on profitable growth for their businesses and on exploiting the opportunities they believed Autodesk’s suites offer. They are by no means the stereotypical box pushers. Let’s see how they do when it comes to selling and delivering sophisticated services. Note: Autodesk provided transportation and accommodation but did not pay for the content or opinion in this piece.