Analyst(s): Steven Dickens
Publication Date: October 15, 2024
BMC Software has announced the creation of two independent companies: BMC and BMC Helix. The split, set to take effect in early 2025, aims to accelerate growth and better address market demands. But is this move strategic foresight or a response to growing market pressures?
The Strategic Division of BMC
The decision to create two companies comes at a time when BMC has seen 18 consecutive quarters of annual recurring revenue (ARR) growth. BMC will continue to focus on its strengths in Intelligent Z Optimization and Transformation (IZOT) and Digital Business Automation (DBA), while BMC Helix will focus on Digital Service and Operations Management (DSOM). This separation is designed to enable each company to innovate more quickly and deliver customer value in their respective areas.
What is Covered in this Article:
- BMC’s separation into two independent companies: BMC and BMC Helix
- The potential for accelerated growth in specific markets post-split
- BMC’s financial performance, including consistent ARR growth
- Implications of this split for customers and competitors
The News:Â BMC Software, a storied and long-standing leader in Information Technology (IT) infrastructure and operations management, has revealed plans to divide into two independent companies. The core BMC entity will continue to oversee its Intelligent Z Optimization and Transformation (IZOT) and Digital Business Automation (DBA) business units, maintaining its focus on hybrid IT environments. Meanwhile, BMC Helix will specialize in Digital Service and Operations Management (DSOM), utilizing artificial intelligence (AI)-driven capabilities to expand its market share. This decision, expected to be finalized in early 2025, comes as BMC leverages its recent financial success and seeks to more effectively address the changing needs of its customers.
BMC Splits Into Two Companies: A Bold Move or Market Necessity?
Analyst Take: I wrote about BMCs IPO prospects in Forbes last year and while I was bullish on the company’s IPO prospects, I didn’t foresee the proposed split announced this week. BMC’s decision to split into two entities reflects broader industry trends toward specialization and faster time-to-market. With distinct market strata evolving rapidly, particularly in areas such as AI, cloud automation, and service management, BMC is strategically positioning itself to serve these divergent needs more effectively with this move to split and accelerate a path to IPO for at least one of the businesses if not both.
In today’s crowded and AI-centric IT landscape, speed of innovation is crucial. The separation should enable BMC to accelerate its development efforts in highly competitive areas such as AI and automation. BMC Helix, in particular, stands to benefit from a tighter focus on the booming demand for AI-driven service management. This division enables both companies to operate with more agility and focus on core competencies without the complexity of managing unrelated business units. However, competing with the predominant leader ServiceNow in the ITSM space will continue to be challenging going forward.
Here are the challenges. Splitting a company isn’t without risks, particularly in maintaining operational continuity and ensuring that customers feel the benefit of this transformation rather than experiencing disruption. Customers currently using a range of BMC’s solutions may find themselves re-evaluating their relationships, especially if they perceive one half of the company as more critical to their future needs than the other.
Growth Potential Across Two Markets
BMC’s core strength in mainframe optimization and automation remains vital, particularly in highly regulated industries such as finance and healthcare. It has long been a bedrock of the company with as much as 40% of revenue coming from this space. By focusing on these traditional strengths, BMC can continue to dominate in this space while expanding capabilities. The mainframe market, often considered outdated by ill-informed commentators, remains crucial, and BMC’s continued leadership in this space is a strong signal to competitors.
Meanwhile, BMC Helix’s focus on DSOM reflects the increasing importance of AI-driven operations in modern IT environments. With companies desperate to reduce operational complexity and improve efficiency, the demand for intelligent service management solutions has grown in recent years. BMC Helix’s AI-enabled capabilities could help it carve out a robust position in this fast-growing market. However, this market is competitive, with rivals such as ServiceNow and Dynatrace among others heavily investing in similar capabilities. BMC Helix will need to demonstrate clear advantages over these incumbents and deliver on its roadmap post-split to continue to gain significant traction.
Innovation or Fragmentation?
From a market perspective, splitting BMC into two separate companies could provide the clarity needed for potential public market investors and customers alike to recognize the distinct value propositions of each entity. BMC Helix’s focus on AI-driven operations makes it a more attractive option for enterprises prioritizing automation and innovation, while BMC’s strength in mainframe and automation appeals to more conservative, risk-averse sectors.
However, the success of this division will depend on execution. Can BMC Helix quickly establish itself as a leader in the AI-driven service management market? Will BMC continue to dominate in mainframe optimization without the potential synergies of DSOM? These are critical questions for both the company and the market.
What to Watch:
- Competitor Response: How will rivals such as ServiceNow, Dynatrace, and IBM react to BMC’s division? Competitors are likely to respond by intensifying their focus on both mainframe optimization and AI-driven service management.
- Customer Retention: Will BMC’s existing customers feel compelled to stick with both companies, or will they begin to choose between BMC and BMC Helix based on their evolving needs?
- Market Performance: Can both entities maintain or even accelerate growth post-split? Early 2025 will be a critical period as investors and customers alike scrutinize the financial and operational impacts of this move.
BMC’s decision to split into two companies is a bold step; one that signals a commitment to remaining competitive in an ever-evolving IT landscape. While risks exist, the potential for innovation and accelerated growth in two key areas could outweigh the challenges, provided both entities execute their strategies effectively.
For the full press release on BMC’s split into two independent companies, visit the BMC website.
Disclosure: The Futurum Group is a research and advisory firm that engages or has engaged in research, analysis, and advisory services with many technology companies, including those mentioned in this article. The author does not hold any equity positions with any company mentioned in this article.
Analysis and opinions expressed herein are specific to the analyst individually and data and other information that might have been provided for validation, not those of The Futurum Group as a whole.
Other insights from The Futurum Group:
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Author Information
Regarded as a luminary at the intersection of technology and business transformation, Steven Dickens is the Vice President and Practice Leader for Hybrid Cloud, Infrastructure, and Operations at The Futurum Group. With a distinguished track record as a Forbes contributor and a ranking among the Top 10 Analysts by ARInsights, Steven's unique vantage point enables him to chart the nexus between emergent technologies and disruptive innovation, offering unparalleled insights for global enterprises.
Steven's expertise spans a broad spectrum of technologies that drive modern enterprises. Notable among these are open source, hybrid cloud, mission-critical infrastructure, cryptocurrencies, blockchain, and FinTech innovation. His work is foundational in aligning the strategic imperatives of C-suite executives with the practical needs of end users and technology practitioners, serving as a catalyst for optimizing the return on technology investments.
Over the years, Steven has been an integral part of industry behemoths including Broadcom, Hewlett Packard Enterprise (HPE), and IBM. His exceptional ability to pioneer multi-hundred-million-dollar products and to lead global sales teams with revenues in the same echelon has consistently demonstrated his capability for high-impact leadership.
Steven serves as a thought leader in various technology consortiums. He was a founding board member and former Chairperson of the Open Mainframe Project, under the aegis of the Linux Foundation. His role as a Board Advisor continues to shape the advocacy for open source implementations of mainframe technologies.
