ソフトバンクグループのBBIX株式会社は、提供するネットワークサービス「OCX」の「XaaS Connection」において、新たにGoogle Cloudへの接続機能を追加したと発表した。これにより、企業はクラウドサービスへ安全かつ高品質にアクセスできるようになる。

BBIX株式会社と子会社のBBSakura Networks株式会社（以下、BBSakura）は6日、クラウド型ネットワークサービス「OCX（Open Connectivity eXchange）」の「XaaS Connection」における新たな接続先として、Google Cloudを追加したと発表した。

Enabling secure connectivity to Google Cloud services, including Google Workspace

～ Google Workspace をはじめとする Google の各種クラウドサービスとの接続に対応～

ナントカaaS 最近、仕事をしていると「ナントカaaS」という言葉をよく見かけます。 SaaS、PaaS、IaaSあたりは以前からありますが、最近はDaaS、BaaS、MaaS、XaaSなど、かなりいろいろな言い方があります。 正直、初見だと「またaaSか……」と思うこと...

YouTube video by James Welsh

Information Services Group (Nasdaq: III) reported that the Americas technology services market reached record second-quarter 2026 annual contract value (ACV) of $21.8 billion, up 39% year over year, according to the latest Americas ISG Index. This combined market includes cloud-based XaaS and managed services contracts of $5 million or more.XaaS led growth, with ACV jumping 69% to a record $16.6 billion. Infrastructure-as-a-service (IaaS) surged 86% to $13.2 billion, while SaaS rose 23% to $3.4 billion, driven by demand for AI-related hyperscaler and software services. Managed services ACV fell 12% to $5.2 billion, as IT outsourcing dropped 23% to $3.6 billion, partly offset by 37% growth in BPO to $1.3 billion and a 9% rise in engineering services to $326 million.For first-half 2026, the Americas combined market rose 36% to $42.0 billion, with XaaS up 61% to $31.1 billion and managed services down 6% to $10.9 billion. ISG maintained its 2026 global managed services revenue growth forecast at 2.1% and raised its XaaS growth outlook by 500 basis points to 30%.

Europe’s tech outsourcing market hit $13B ACV in Q2, with cloud-based XaaS up 64% and IaaS at a record $6.8B, as ISG also lifts 2026 XaaS growth forecast.

YouTube video by gisela :^)

For years, the dominant narrative surrounding digital transformation has been speed. More software, more automation, more tools, and faster innovation became the defining markers of modern technology organizations. But in parallel with that acceleration, something else started happening: complexity began growing faster than clarity. Today, organizations operate inside deeply interconnected technology ecosystems. Deloitte describes this shift as the move toward XaaS environments, where software no longer functions as isolated products, but as networks of platforms, services, automations, and continuously evolving systems. At the same time, Gartner projects that by 2028, 75% of enterprise software engineers will use AI coding assistants, dramatically accelerating the pace of product development. This is where I believe product marketing starts changing in nature. Because when products evolve faster than organizations can explain them, align around them, and communicate them coherently, clarity stops being simply a communication challenge. It starts becoming strategic infrastructure. ## Products are no longer things. They are systems. For a long time, product marketing operated within a relatively stable environment. Products had clearer boundaries, use cases were more defined, and messaging could remain relatively consistent for months at a time. That model has changed completely. Modern products no longer function as isolated tools. They behave more like living ecosystems: interconnected, continuously evolving, and shaped by growing layers of integrations, workflows, automations, and AI-driven capabilities. Artificial intelligence accelerates this dynamic even further. We are no longer talking only about products that add new features. We are talking about products whose behavior itself can evolve continuously: how they respond, how they generate outputs, how they personalize experiences, and even how users interact with them. As products become more dynamic, the narrative surrounding them has to evolve as well. That is where product marketing begins to face a much more structural challenge. The problem is no longer simply creating messaging. The challenge is maintaining coherence while the product, the market, and the broader organizational context continue moving simultaneously. ## Case study: Managing complexity at Guideline.ai I experienced this dynamic directly while leading Product Marketing for Guideline.ai’s first conversational AI product launch. What made the experience particularly complex was not only the introduction of AI itself, but the fact that it existed alongside more traditional SaaS product environments evolving at completely different speeds. While the company’s broader product suites still followed relatively stable positioning and launch dynamics, conversational AI introduced a fundamentally different operational reality. The product did not evolve like traditional SaaS software. Capabilities shifted continuously as the system improved, customer interactions shaped expectations in real time, and workflows adapted much faster than traditional messaging cycles could realistically support. Even after launch, the product itself continued evolving through training, iteration, and changing user behavior. What became clear very quickly was that traditional PMM structures started breaking under that level of fluidity. Static messaging documents became outdated too fast. Teams began interpreting evolving capabilities differently. And because conversational AI products are inherently less deterministic than traditional SaaS platforms, customer expectations also shifted much faster throughout the adoption process. To maintain consistency, the work increasingly became less about creating rigid messaging systems and more about building adaptable communication architectures designed for continuous evolution. That meant creating modular positioning frameworks, repeatable enablement systems, centralized language structures, and shared narrative foundations that could flex across changing contexts without losing strategic coherence. But one of the most important lessons was that adaptability alone was not enough. AI-native environments require much closer proximity to customers from the very beginning. Traditional SaaS positioning often allows organizations to make stronger assumptions upfront about workflows, adoption patterns, and product understanding. Conversational AI products behave differently. User expectations evolve dynamically, interpretation varies significantly between customers, and real-world interactions often reshape the narrative faster than internal teams anticipate. Which means product marketing increasingly becomes less about controlling a fixed message and more about designing systems flexible enough to evolve alongside the product itself. And honestly, that became one of the biggest realizations for me throughout the experience: in AI-native environments, the strategic advantage is no longer rigid messaging consistency. It is the ability to create adaptable narrative systems that can absorb continuous product evolution without fragmenting organizational understanding. ## Complexity does not stay inside the product One of the most important shifts happening in modern organizations is that complexity no longer remains contained within technology itself. It spreads across workflows, communication structures, decision-making processes, and teams. Microsoft’s Work Trend Index describes a workplace increasingly shaped by fragmented workflows, constant context-switching, and overwhelming volumes of information. Organizations continue accelerating digital transformation initiatives, AI adoption, and platform integration strategies at the same time. The result is not simplification. It is compression. More information moving faster through increasingly interconnected systems. Eventually, nobody holds the full picture anymore. Different teams understand different parts of the ecosystem. Different departments interpret the product differently. And slowly, fragmented narratives begin replacing shared understanding. Over time, the problem stops being purely technological. It becomes organizational clarity itself. ## When narratives fragment, the costs become real One of the patterns I see most consistently is what I would describe as narrative fragmentation: a state where product, sales, marketing, and customer success gradually begin telling slightly different stories about what the product is, who it is for, and why it matters. The cause is rarely bad intentions. More often, it is speed. Teams move quickly, products evolve continuously, and new capabilities emerge faster than organizations can fully align around them. Without systems designed to maintain narrative coherence, messaging inevitably starts drifting. Forrester research shows that a majority of sales and marketing professionals report significant misalignment between teams, even while executives often believe those functions are operating cohesively. ## The buyer has changed too The B2B buying journey has evolved alongside the products themselves. Enterprise technology purchases now involve larger buying groups, more stakeholders, longer evaluation cycles, and significantly more independent research before vendor interaction ever begins. By the time sales conversations happen, buyers have already formed perceptions shaped by content, positioning, product narratives, peer conversations, and fragmented signals encountered throughout the journey. If the narrative they encounter feels inconsistent, unclear, or overly complex, trust erodes before a conversation even starts. Gartner research shows that buying groups frequently struggle with internal conflict and decision paralysis during complex purchasing processes. ## What this means for product marketing All of these point toward a meaningful evolution in what product marketing actually is, or at least, what it increasingly needs to become. Traditionally, PMM has been viewed primarily as a launch and messaging function: position the product, create the narrative, enable sales, and go to market. That work still matters. But it is no longer sufficient inside environments where products evolve continuously, technology ecosystems expand constantly, and organizational alignment becomes increasingly fragile under complexity. The most effective product marketing functions now operate less like communication teams and more like organizational clarity infrastructure. They are not simply producing assets. They are building and maintaining the systems that allow organizations to communicate coherently at scale and at speed. ## The clearest company wins We are entering a period where technology is generating complexity faster than most organizations can meaningfully communicate it. AI is accelerating product evolution. Technology ecosystems continue expanding. Buying environments continue to fragment. And internal organizational alignment becomes harder to sustain over time. In that environment, the companies that win will not necessarily be the ones shipping the fastest or launching the most features. They will be the ones capable of making their products, their value, and their differentiation understandable to customers, buyers, and their own internal teams. That is what product marketing increasingly exists to do: create the conditions under which organizations can communicate clearly about complex things consistently, across functions, and at scale.

The first in an everyday cybersecurity series, this blog simplifies the “As a Service” world by using everyday analogies like ordering a pizza or renting a car to explain complex concep…

Bypassing agent registries to individually advertise agentic workloads on existing infrastructure.