Salesforce’s recent MuleSoft acquisition has generated a lot of well-deserved attention in the technology and investment community.
There were numerous reactions of people trying to find the 6.5 Billion reasoning for Salesforce deciding to pay ~22x the annual revenue of MuleSoft. It’s massive. I would really be pleased to have a peak at the math model behind it. For sure it’s not simple, but somehow I anticipate it’s simpler than what most of us, the spectators, are thinking.
From the investment point of view, there is a rather interesting hint shared by Business Insider that in the US “The new tax law has freed up some $470 billion in overseas cash for the largest tech companies, and many may be looking to spend it on acquisitions”. A sudden availability of large sums of cash definitely makes any investment decision easier, but it does not create a driver for random acquisition.
The importance of the Culture and the Brand
Being privileged to decently know both Salesforce & MuleSoft (among many other companies, but not all of course), I do want to share two dimensions that I find important, but somehow they received low coverage in the media this far.
There is an unquestionable cultural match between the two companies. I am consciously highlighting the value talk and employee’s sentiment after the deal had been announced. The business & marketing language is incredibly in sync, hence any discussion in the boardrooms, while making and finalizing the deal, were most likely proceeding very smoothly. More important for me is the sentiments gathered after talking to a number of Salesforce and MuleSoft employees. All of them, and most of them even speaking for their close associates at work, are super positive about the deal. This makes the likelihood of a massive MuleSoft employee’s exodus scenario close to zero.
The second dimension is MuleSoft’s brand value potential. I have had no success in pinpointing any publication done on the brand value potential of the various products/companies living in the Hybrid Integration space. Based on my personal experience, focused on the European Market, I see MuleSoft sitting unchallenged on the throne, in the context of brand value potential, compared to all the companies sitting in the Gartner Magic Quadrant for Hybrid Integration Platforms. This view is to a large extent influenced by talking to many customers, prospects, my personal network, but more importantly by the sentiment within the application integration development community. Leading (likely) the largest practice of integration experts in The Netherlands, I am engaged in the talent management & hiring process on a daily basis. A large percentage of our existing employees and our imminent joiners have set a personal goal to become MuleSoft AnyPoint experts with the simple objective to increase their personal market value. That is a Big Win for MuleSoft and a big hint all others in the Hybrid Integration Platform space.
“A large percentage of our existing employees and our imminent joiners have set a personal goal to become MuleSoft AnyPoint experts with the simple objective to increase their personal market value.”
The collateral winners
Addressing some of the observations, why Salesforce decided to acquire MuleSoft and not other “more obvious, cloud-soulmate” targets, I am making a reference to the famous statement of Hal Abelson making slight adaptations that fit today’s world of the digital economy.
“No matter how complex and polished the individual applications are, it is often the quality of the glue that most directly determines the power of the digital application network.”
Let’s address the definition of the glue and the quality of the glue.
The British producer Tim Bevan stated that “It’s very rare–almost never–that a good film gets made from a bad screenplay.” But the opposite is very much true. From a good screenplay you can make a bad movie.
I am sure Salesforce has seen many digital programs where Salesforce assets were playing a key role in not delivering expected value due to poor application integration implementation. Salesforce has decided to do something about it and their first step was to buy, using the screenplay/film analogy, a good screenplay. Whatever criteria Salesforce used for selection of a Hybrid Integration Platform, it’s just clear that being “born in the cloud” was not the one that weighed the most. As Massimo Pezzini from Gartner has put it in his post, there are no losers around, as the deal has fashioned that “Integration, the reportedly uncoolest thing in IT, ultimately turns out to be the hottest!”.
I am fully as well on the same page with Massimo that “integration and API technology are foundational enablers for Digital Business”. Fact is that the tooling a.k.a. “the screenplay” itself is simply not enough for building a complex digital ecosystem. In the context of application integration, it’s all about the quality of the application integration implementation. This is where the crew, the true heroes, the application integration and API management experts, and the companies behind those experts like Devoteam Netherlands are excelling in. Through the acquisition of MuleSoft, Salesforce in a way validated the 15+ years of Devoteam’s DNA. Does it make me a winner? It sure feels like it.
Ratko Popovski is a technologist, digital advocate, lead of the Architecture & Implementation unit at Devoteam Netherlands, and thus enjoying the privilege to actively engage in various digitalization journeys of many forward thinking companies.