Why They're Moving
Back in 2002, the Johnson Wax company acquired DiverseyLever (Unilever's division for cleaning supplies), forming what is now known as the Wisconsin-based JohnsonDiversey. From a technology perspective, there was an immediate problem with the combination: Johnson Wax was on IBM's Lotus Notes, and DiverseyLever was on Microsoft Exchange.
In the following years, for Hoag and his IT group, having two e-mail systems was challenging, if not annoying. They needed the two e-mail systems to talk with each other to deal with meetings, events and other core functions inherent to enterprise communications. JohnsonDiversey also had to own eight servers to host all the data contained within them.
Meanwhile, JohnsonDiversey became committed to lowering its carbon footprint, which included using energy more efficiently and cutting travel. So when it came time to reevaluate his e-mail contracts, he says Google Apps became an attractive option to simplify messaging to one platform and help fulfill the sustainability pledge; in effect, they could offload e-mail servers and limit travel by utilizing the collaboration features on Google Apps, such as its voice and video chat.
"We not only reduce the servers we have, but because of Google's model, their servers are more efficient than what we could ever have. So globally we've reduced our global footprint," Hoag says.
Hoag is referencing Google's data centers, which the company has designed to be more energy efficient than most in the industry. More precisely, servers are a big part of Google's business, while commercial cleaning supplies is JohnsonDiversey's.
Of course, the other upside could be cost savings. Back in January, Forrester estimated that enterprises adopting Gmail would cost (all in) $8.47 per user per month. The next cheapest option would be Microsoft's online cloud-based version of Exchange, which costs $20.32 per user per month.
Just how much money will Hoag save? He says a "substantial amount," but it's also early in his process, so ROI may be hard to prove just yet. Other companies who have moved might provide him with some indication, however.
At the CIO roundtable, Avago's Rudy said his company has saved $1.6 million a year. In the U.K., not long after implementing Gmail and dropping Exchange, Taylor Woodrow, a construction firm, claims to have saved $2 million.
"The number one reason [for switching to Google] is economics," says Gartner's Cain. "$50 a user a year is a compelling price point. Plus, access to a lot more storage is a big issue for a lot folks. IT also gets off the upgrade treadmill."
By "upgrade treadmill," Cain is referring to the traditional model of software updates. Microsoft Exchange and Lotus Notes would take years to add new features to its e-mail systems; Google tweaks Gmail and Google Apps every week or two. For some companies, though, this can also be too much, too fast - something Google has become more conscious of during the past year.
"It is a bit of adjustment for some," says Rajen Sheth, a Google Apps senior product manager. "Anytime we roll out a change to Google Apps, we roll it out to millions of users, whether it be enterprise or consumers. So then they get a call in their help desk the next day. So we've added the capability to the administrative control where they can select whether or not they want the new, bigger things added immediately or not."
How to Move
Back in January, after Hoag decided on Gmail, he and his group thought about the best way to roll it out to users. Initially, his IT group thought about releasing Gmail in phases, as they would for many traditional IT projects. They were going to start with 150 users, primarily leaders and managers, and then move the remaining employees gradually.
The problem with that approach was familiar: If you have people of different platforms, the information traded between them doesn't talk as cleanly as you would like.
"That was our biggest lesson learned," Hoag says. "Get them on the same tool as quickly possible. So in March, we changed our approach. We scheduled to go live in May for everyone."
One question that often arises is what you do with old e-mails. Hoag says JohnsonDiversey deployed a tool that enabled users to choose which e-mail they would like to migrate over to the new system. Meanwhile, as the transition occurred, he said Google had people on site to help with the implementation.
For now, the ultimate goal is to get users acclimated to Gmail and chat (instant messaging). Eventually, while Hoag has no plans to ditch Microsoft Office, he hopes to use Google Docs & Spreadsheets, and Google Sites (a wiki tool), to sunset old folder structures that were used for enterprise collaboration.
Hoag admits moving to the Gmail interface, which people have become used to in the consumer space, has put him in an unfamiliar place with regard to IT's relationship with users.
"Users feel like we've giving something to them rather than doing something to them," he says.
C.G. Lynch covers Google, Facebook, Twitter and Web 2.0 technologies for CIO. You can follow him on Twitter: @cglynch.
Join the CIO New Zealand group on LinkedIn. The group is open to CIOs, IT Directors, COOs, CTOs and senior IT managers.