1V0-61.21 learn - Associate VMware End-User Computing (VCTA-EUC) Updated: 2024

VMware COO Sanjay Poonen Tuesday told partners in an email blast that his hand-picked successor, Sumit Dhawan, is poised to take the End User Computing (EUC) business from more than $1 billion to "2 billion and beyond."

Poonen, who took the EUC business from $300 million to more than $1 billion in just three years, said he has been "grooming" Dhawan as his successor for the last few years.

In the email, Poonen informed partners directly for the first time about his move last month from general manager of the EUC business to COO of VMware.

[Related: VMware Enhances End-User Computing Capabilities With Improved Container Support, Better Mobility Management]

As COO, Poonen is now responsible for the $7 billion company's software business and all customer operations, including sales, marketing, consulting, ecosystem and portfolio product marketing.

"In my new role as COO, I look forward to driving customer-centric innovation and operational excellence at VMware - which is not just the 4th largest software company today - but is an incredibly dynamic company - with the most talented employees, loyal customers and force-multiplying partners in the industry – all of you!!!," said Poonen in the email.

Furthermore, he urged partners to establish an "active dialog" with Dhawan. "He's going to do a great job and will take EUC, to $2B and beyond!," wrote Poonen. "I will continue to be a strong EUC advocate, as we continue product innovation and share gains in the market."

That message was music to the ears of Jamie Shepard, senior vice president for healthcare and strategy for Lumenate, a Dallas-based solution provider and VMware channel partner which has been building a combined end-user and mobility practice since 2008.

"I wish this would've happened a year ago," Shepard told CRN. "VMware is now a year behind where it could have been, but it's still a year ahead of the rest of the industry."

Shepard and other partners expect big potential sales gains ahead in the VMware EUC business.

London, U.K.-based research firm Technavio, for its part, expects the market for virtual desktop infrastructure, a key component of the future of end-user computing, will enjoy a cumulative annual growth rate of over 27 percent between 2016 to 2020.

VMware has for the last several years been moving aggressively to match business customers' move to connected and mobile devices, and made a couple of key acquisitions, Shepard said. These included the VMware's 2013 buy of Desktone, a provider of desktop-as-a-service technology, and VMware's 2014 purchase of AirWatch, a provider of mobile device and application management technology.

The Desktone and AirWatch acquisitions were made while Poonen was managing VMware's EUC business.

"When VMware acquired AirWatch, it realized desktops were not just being used where they had traditionally been used," Shepard said. "They saw employees working all over the place, with a big mobile focus. Sanjay has proven to be a real stud in this market."

VMware with its Workspace One enterprise mobility management technology, which combines some its end-user computing technologies with things like security and reference architectures, is going beyond what others in the mobile workspace field like Microsoft, Google, and Amazon have done, Shepard said.

"This is an evolving space," he said. "It's the start of the evolution of mobility. That's why I wish the re-alignment of VMware's end-user computing business had been done a year ago."

VMware under Poonen knows the key to winning in the mobility market is not to build another virtual desktop, Shepard said. "It's about how to build everything around it," he said. "It's a disruptive business, and it's important to see how a company like VMware approaches it."

Neither Poonen nor Dhawan was available to provide more information.

However, in his email, Poonen wrote that VMware in three years turned its End-User Computing division from a $300-million business that was perceived as an industry "laggard" to a billion-dollar-business leading the market.

Nestled in the mountain town of Cullowhee, Western Carolina University (WCU) is the westernmost school in the University of North Carolina system. From the residence hall to the science lab, the school is extending digital workspace solutions to all corners of the campus and beyond.

WCU was the first campus in the University of North Carolina system to require its students to bring a computer to school, and today its 10,800 students show up with a variety of devices, from desktop and laptop computers to tablets and smartphones. The university needed a way to provide each student with consistent and easy-to-access resources, no matter what kind of device they have or whether they’re on or off campus.

The university chose to do so by implementing a secure cloud-based digital workspace solution from VMware that enables students to use a single sign-on to access all their apps, from Microsoft Office 365 to specialized academic apps. “The fact that we can consistently and conveniently offer all of this software is a huge benefit to our community,” says Mark Ellersick, technology support analyst at WCU.

Apps are distributed with VMware App Volumes, which customizes desktops based on student profiles. When a student finishes a class, their access to apps for that class is withdrawn—saving money for WCU’s IT department. At the same time, VMware Horizon provides non-persistent virtual desktops for students.

These digital workspace solutions and mobility have allowed WCU to expand its distance education programs. “VMware has provided the EUC stack that’s helped us to level the playing field between our on-campus students and those distance education students,” says Patrick McGraw, virtualization and tier-one engineer at WCU. Instead of having to install their own software, distance education students can participate in the same programs as on-campus students, as long as they have an Internet connection.

Students on campus benefit as well. “The great thing about the technology is that students don’t notice it,” Ellersick says. “They walk into a lab, log in, and do their work. When they walk out of that lab and go home, or even to another town or state, they can access that same resource. Now the lab is open 24 hours a day, 7 days a week.”

Enterprise-level security at many levels protects university data. For example, students in medical fields and employees of the university health service use non-persistent desktops to access patient information, keeping it in the data center instead of the endpoint. Ellersick cites multifactor authentication as an additional security factor that’s important when the university processes other types of sensitive information, such as credit card transactions.

Moreover, software deployment is now much easier for WCU. Before virtualization, to get school computers ready for a new year the IT team would “re-image computers for hours and hours … two weeks straight, 24 hours a day,” McGraw recalls. “If a faculty member forgot to request a piece of software on lab computers, we would have to re-image the entire classroom, and that would take a week or more.” With App Volumes, new apps are available instantly for an entire class. “The faculty doesn’t lose class periods waiting for applications to get installed. It’s really sped up the process.”

Digital workspace technologies are enhancing the university’s mission of education for all. “We’re excited, as a university and as an IT department, to give students a consistent experience and really level the playing field,” Ellersick says. “We’re breaking down barriers and making resources more accessible. We’re excited that we can bring everything together in a very intuitive and easy-to-use package.”

Watch the video to learn more about how WCU simplifies student access to apps.

The Possibility Report is an ongoing series about how technology is changing our understanding of the world around us. This article is part of LEARN, our discussion on how emerging technologies promise to change the educational experience as we know it, from elementary schools to prisons and everywhere between.

After an 18-month break from the IT world, distinguished virtualization technologist Brian Madden is bringing his more than 20 years of end-user computing talents to VMware.

Madden, a renowned author, speaker, founder of BrianMadden.com and creator of the BriForum conference series, said VMware's holistic approach to computing drew him to accepting the position of lead field technologist for VMware's end-user computing business.

"VMware's broad approach gives customers the flexibility to deliver each application the way they need for each user in every scenario -- regardless of the app's type or technology -- without being forced down a certain path by their vendor," said Madden in an interview with CRN. "They're not just limited to Windows laptops and mobile devices -- rather it’s Windows, Mac, iOS, Android and Chrome. Then within the Windows category, they can manage both domain-joined and nonjoined laptops, with Windows running locally, remotely on premises in customer data centers, or remotely in the public cloud."

Madden said VMware has essentially reached the "nirvana" of end-user computing he's written about in books and on his popular BrianMadden.com website for years. "But looking at VMware now, not only have they achieved this -- they’re blowing right past it," he said.

[Related: VMware Names Microsoft Veteran As Channel Chief]

For example, Madden said VMware's Workspace One offers security analytics that uses artificial intelligence and machine learning, with the ability to do identity management. Workspace also adds intelligence that collects, analyzes and correlates device, app and user data to automate common tasks. "It’s extremely exciting and really starting to get interesting," he said.

Madden also pointed out that VMware allows end-user computing customers to run, manage, connect and secure their entire application portfolio on any cloud to any device.

Shawn Bass, vice president and chief technology officer of VMware's end-user computing business, said Madden will be a valuable asset for the company through engaging with customers, partners and employees around the world.

"One of Brian's greatest strengths is his ability to take complex technical concepts, couple them with industry thought leadership and vision, and weave them into a story that’s entertaining and effective -- whether he's speaking on stage, writing a blog post, or recording a podcast," said Bass in a blog post this week. "All of this will continue in his new role at VMware."

Madden has been in the end-user computing industry for more than two decades and has written six books about desktop virtualization, virtual desktop infrastructure and Desktop-as-a-Service, while also giving hundreds of speeches across the globe including many at VMware conferences.

"I started my career in [end-user computing] 23 years ago, and for the past 10 years we've been talking about unifying applications across computer, web, mobile, etc.," said Madden. "It's so cool to see it actually happening."

Steven S. Warren lives in sunny Florida. His articles and blogs have appeared on websites such as CIO Update, DevX, TechRepublic, SearchTechTarget, Datamation and DatabaseJournal. With more than 15 years of experience writing about technology, Warren's computer certifications include MCDBA, MCSE, MCSA, MCTS, CCA, CIW-SA, CIW-MA, Network+ and i-Net+. He also holds a Bachelor of Arts in English from Florida State University.

Broadcom, under the leadership of CEO Hock E. Tan, recently closed its $69B acquisition of VMware. Post-acquisition, Broadcom is moving quickly in undertaking several critical initiatives with VMware that, while likely beneficial to Broadcom shareholders over the long term, are causing uncertainty among many VMware customers.

Transition to Subscription Model

One of Broadcom’s primary strategies to drive revenue growth is shifting VMware's business model from a perpetual license to a subscription-based one. This change aims to provide more predictable and stable revenue streams and aligns with the broader industry trend towards subscription services.

The move, as described by Tom Krause, president of the Broadcom Software Group, during the company’s most recent earnings call, is central to Broadcom’s plan to boost VMware’s contribution to its pro forma EBITDA to approximately $8.5 billion within three years, a considerable increase from VMware’s current production of about $4.7 billion. The emphasis on subscriptions is a key component of this ambitious growth target.

Broadcom's move to subscription models could lead to slower short-term growth for VMware and necessitate restructuring contracts from perpetual to subscription. VMware's strategy includes a trajectory of accelerated growth. The move to higher-value software stacks and subscription sales is expected to drive revenue growth over the next three years.

This transition could also affect VMware's customer relationships, as customers may push back against the shift to subscriptions, which are generally perceived as more expensive than perpetual licenses. VMware's expansion beyond infrastructure management with products like Tanzu could face hurdles if customers pause or reconsider their investments amid these changes.

Selling off Desktop & Carbon Black

During its earnings call, the company revealed plans to divest VMware's end-user computing portfolio and its Carbon Black security software unit. This strategic move aligns with Broadcom's stated intent to concentrate VMware's resources and efforts on creating global private and hybrid cloud environments tailored for large enterprises.

The end-user computing portfolio, encompassing desktop virtualization, application publishing, and mobile device management, alongside Carbon Black, a security software unit, are identified as non-core assets and are set to be separated from VMware's main business.

Broadcom expressed a commitment to finding suitable buyers for these units, ensuring they find "good homes," considering that many of their customers overlap with those of VMware's core products. This decision reflects Broadcom's broader strategy to refine VMware's product offerings and focus on areas that align with its vision of developing high-value cloud infrastructure solutions for global enterprises.

The company said that the moves are essential to redirect VMware's efforts towards its primary business of creating private and hybrid cloud environments, which is crucial for large enterprise customers worldwide.

Layoffs

Just days after it closed its acquisition, news emerged that Broadcom is set to lay off at least 2,837 VMware employees. This includes a substantial number at its Palo Alto campus in California, accounting for 1,267 employees, and 577 at its Austin facility.

It's important to note that the actual number of layoffs could exceed these figures since not all layoffs must be reported through WARN notices. The total workforce of VMware globally is around 38,300 employees.

The layoffs are officially attributed to "economic" reasons, although Broadcom has not provided further specifics or justifications. Despite these layoffs, VMware remains a central piece in Broadcom's strategy for its enterprise software segment.

Analyst’s Take

You can look at a company from the perspective of the customer or the stockholder. I’m not a financial analyst, so I’m going to interpret Broadcom’s actions with a view of how those actions might impact an IT organization; after all, the IT practitioner is most directly impacted.

Broadcom's acquisition of VMware represents a strategic pivot that underscores the semiconductor giant's intensified focus on enterprise software. Transitioning VMware towards subscription models is a savvy move that aligns with broader market trends. But this shift may test customer loyalty, as subscription models often imply higher costs over time than perpetual licenses.

The decision to divest VMware's end-user computing and Carbon Black units clearly indicates that Broadcom seeks to sharpen VMware's focus on its core competencies in cloud environments. Such divestitures could streamline operations while also raising questions about future innovation and support for VMware's broader product suite.

Layoffs following the acquisition, while delivering operational cost savings, may have a broader impact on VMware’s innovation trajectory and customer service capabilities. This reduction in force, ostensibly for economic reasons, could introduce risks related to execution and market perception.

Predicting how Broadcom's moves will impact VMware products and services over the long term is impossible. The swiftness with which Broadcom instituted layoffs and product divestitures raises questions about how it will guide VMware forward.

As in any period of uncertainty involving technologies fundamental to critical IT infrastructure, IT organizations are well-advised to comprehensively analyze the risks involved before committing to any significant VMware deployment or renewing long-term license agreements. IT buyers should look to mitigate risks with a dual-vendor approach where feasible.

Many VMware customers are already adopting alternative solutions. Nutanix, VMware’s closest competitor, revealed record growth in its most recent earnings. While much of Nutanix’s growth was driven by its own strategic initiatives, CEO Rajiv Ramaswami acknowledged that the company did “close some additional deals” explicitly because of uncertainty about how the acquisition will unfold.

With the industry watching, Broadcom's stewardship of VMware in the coming fiscal year will be a critical test of its strategic vision for enterprise software dominance. While Broadcom is clearly focused on getting the financial aspects of the acquisition quickly under control, how the company will deliver long-term value to its VMware customers will become clearer.

Until there's clarity, however, IT organizations should continue to act with caution. Mitigating risk, after all, is the number one job for enterprise IT.

Disclosure: Steve McDowell is an industry analyst, and NAND Research an industry analyst firm, that engages in, or has engaged in, research, analysis, and advisory services with many technology companies, which may include those mentioned in this article. Mr. McDowell does not hold any equity positions with any company mentioned in this article.

In a 2015 interview, Bill Gates imagined a world where Artificially Intelligent Tutoring Systems (AITS) have transformed learning. He spoke of AI-powered tutors offering a personalized approach for each student. They could work with a kid struggling to wrap his head around algebra while his classmates moved on to something more advanced; they could work with a grandmother determined to learn a new language.

These systems wouldn’t replace teachers. Rather, they’d enhance human teachers’ abilities to tailor lessons to each student without knocking their class schedule off track. Educators would no longer have to “teach to the middle,” as so often happens when the students in a classroom have a range of skill levels and learning abilities. Now all of those students can sit in the same classroom, with the same teacher, and learn at their own pace.

“The real power of artificial intelligence for education is in the way that we can use it to process vast amounts of data about learners, about teachers, about teaching and learning interactions,” said Rose Luckin, a professor of learning-centered design at University College London. “[It can] help teachers understand their students more accurately, more effectively.”

Luckin doesn’t think AI will replace teachers anytime soon. Instead, she said, it will free up teachers’ time to do what they do best: build relationships with students. She’s started experimenting with these systems in real classrooms, using them to teach various subjects. “AI is doing some of the very labor-intensive data collection and analysis that is best done by technology, leaving the teacher to do the human interaction that’s much better done by humans,” she said. “You keep the bit that the humans are particularly good at, and then you try and automate the support within that system.”

That personalized attention could give students the added confidence that some need to complete their education. Just look at what happened in a study conducted at City University of New York (CUNY): When associate’s degree students were paired with an experienced advisor who met with them on a regular basis, drop-out rates were cut in half.

Given the costs of having an experienced advisor regularly available to students, it’s not always realistic. But AI could be the experienced advisor, powered by learnings from big data.

One of the organizations Luckin consults for, Third Space Learning, wants to use AI to evaluate how well their tutors teach students. Each tutor is currently evaluated once a week by a human, which requires a lot of human resources—an expensive task.

“You still get the high-quality human-to-human, tutor-to-student interaction, but the evaluation of that interaction will be, in the future, done by an AI. And in addition, the evaluation that’s done automatically will be used to tailor the continuing professional development of that tutor,” Luckin said.

AI can fill the gaps in subject areas in which a teacher doesn’t have a particular expertise or help train teachers when there is a skill shortage in the job market, too.

According to Gates, introducing AI to educational settings will benefit learners of all ages. “For a lot of subjects, as people get older, they are not willing to take that learning risk where they are confused,” Gates said. “The idea that you could talk to a [virtual] advisor that would understand different misconceptions and arbitrary linguistics around it, that’ll certainly come in the next decade.”

The Possibility Report is an ongoing series about how technology is changing our understanding of the world around us. This article is part of LEARN, our discussion on how emerging technologies promise to change the educational experience as we know it, from elementary schools to prisons and everywhere between.

Arguably the biggest thing to happen in artificial intelligence (AI) this year has been the hype surrounding generative AI (GenAI) models such as ChatGPT. This has pushed AI to the forefront of business conversations and the tech sector has been quick to capitalise on the opportunity. Hardware providers and software firms have all been busy building AI capabilities into their product families.

On the hardware side, this has meant more focus on AI acceleration hardware, where graphics processing units are added to servers to power machine learning and AI inference workloads. Such capabilities are needed for those organisations who want to run AI software in private clouds or on-premise rather than use the GPUs available as infrastructure as a service (IaaS) in the public cloud. 

From an IT strategy perspective, among the first areas CIOs have been urged to look at is how AI can be deployed to automate and make IT operations more efficient.

According to analyst Gartner, generative AI will enable the democratisation of knowledge and skills by enabling the use of conversation and natural language. A Gartner poll of 1,400 executive leaders in September 2023 found that 55% of organisations are in piloting or production mode with GenAI. Jeffrey Hewitt, vice-president analyst at Gartner, said: “Generative AI products are democratising due to the confluence of cloud and open source.”

Tools such as ChatGPT have also been shown to produce and check code. Use of generative AI in software development and IT operations is likely to accelerate in 2024 as IT departments battle to keep on top of the backlog of work they are being asked to do.

“Democratised generative AI offers a new working paradigm and can present agility, adaptability and composability improvements for IT and operations,” said Hewitt. “If it is overused or used unnecessarily, it can generate unacceptable costs and negative environmental impacts.”

Beyond its use in IT processes, AI is being embedded in business software.

Microsoft’s roll-out of AI-powered Copilots for office productivity has given businesses a chance to start using AI to improve productivity. In Microsoft Teams, for instance, the AI is able to summarise meetings and suggest action points. In Excel, Microsoft has used AI to try to make it easier for people to analyse data. PowerPoint’s Copilot aims to speed up creating draft presentations and summaries. Similarly, in Word, the AI can be used to draft documents.

Microsoft is not alone. Google’s rival office productivity suite, Google Workspace, has also incorporated generative AI features. SAP is incorporating generative AI capabilities into software development and the Hana database, while Oracle has recently added AI capabilities for data management and business intelligence, and Salesforce has introduced its AI copilot Einstein 1.

Other enterprise software providers are busy adding generative AI capabilities to business software. This is likely to pan out in 2024, as AI enhanced business software is increasingly used as an approach to improve efficiency and productivity.

Here are Computer Weekly’s top 10 artificial intelligence stories of 2023.