While visiting EMC offices in India, Chief Information Officer Vic Bhagat met with Vishal Krishna of BW|BusinessWorld. During the interview, Vic shared is perspective on emerging trends and opportunities in the IT industry from the growth of mobile to analytics to investments in the cloud. Click here to read the article.
Today, EMC and RSA announced the results of the first-ever Global IT Trust Curve Survey. Through a survey of 3,200 IT and business decision-makers in 16 different countries and 10 industry sectors, EMC took the pulse of C-suite audiences and their awareness and opinions of EMC Trust IT — Advanced Security, Continuous Availability and Backup & Recovery.
By Dan Inbar — Senior Director, EMC IT Global Service Operations Center
Alan Kay, a renowned computer scientist said, “The best way to predict the future is to invent it.”
And this is my addition: “If we are about to predict the future, let’s use past events, learnings and data to make that prediction as accurate as possible.” This is how EMC IT came about using Big Data analytics to predict service outages.
Like many of our customers, we at EMC IT are exploring the potential of using Big Data analytics to improve the availability of mission critical IT applications and services. We also know that our customers share similar operation issues, so we are excited to share our progress as well.
What started as a pilot program to use Big Data analytics to improve the operation of our Exchange email system at EMC IT has evolved into a more extensive outage prediction tool that is piquing customers’ interest. Our Big Data Analytics for Outage Prediction system could allow our operations team to collect, analyze, store, and leverage key indicators to predict and prevent interruption in mission critical operations. It is “green fields” for PAITO (Predictive Analytics for IT Operations).
Implementing the latest technologies, restructuring service organizations and provisioning, cost savings, and much more are rising enterprise requirements and increasing the demand placed upon IT organizations. To manage these changes, chief information officers must not only be more dynamic but more tactical in their thinking, planning and execution. Establishing core values, understand what drives the business, identifying converging trends and leveraging the many tools that encompass today’s IT are key to delivering value. EMC CIO Vic Bhagat details these topics and more in a video titled “The Strategic CIO”.
By Dave Martin — Vice President and Chief Security Officer
IT managers today are on the forefront of information delivery services. Users are demanding highly available and secure data transfers that are flexible enough to serve them on the road and multiple devices. The days of traveling physically to a secure location to access a file are fast becoming extinct.
Technology transformation has a major impact on how and where we share information, so it’s natural to expect it to also impact how we provide trust for that information. We stay connected across more devices than ever, in more places. It no longer makes sense to apply old methods of static controls and expensive locks, which mimicked our approach to security of physical locations, in a fast-paced, widespread environment. Traditional methods applied to modern data flows ultimately hinder even authorized processes and builds bottlenecks, which prompts users to seek out other service providers.
That is why new and more complete enterprise solutions have been developed to meet the requirements of the end-user as well as IT and Security; they are flexible enough to enhance whatever users have, wherever they are, and make enterprise file sync and sharing (EFSS) easy yet trusted. Better service means more visibility and control while delivering automated and safe EFSS. Users gain the access they demand and IT reduces risk, once the following three key elements are present:
By Doug Graham, Senior Director, Global Security Office – EMC IT
In the world of cyber security, we have reached the point where we feel the need to codify security behavior by telling people what to do and what not to do. But sometimes I wonder if security policy should rely on a much simpler approach—the notion that people already have a sense of right and wrong and should be encouraged to use their best judgment.
Certainly, security policies are complex. There are many of them and they are scattered around all over the place. But so is the law. And when was the last time you had to pick up a law book to know what’s right or wrong? In most societies, the law stems from basic commandments. Most of us have those principles drilled into us from when we are young. So we might not know specific laws, but we have a sense of right and wrong.
When I grew up in Glasgow, Scotland, my mother would use a phrase that would drive me insane. When she’d tell me I couldn’t do something I wanted to do and I’d ask why, she would say “that’s not the done thing.” I’d always wonder what this “done thing” was. The done thing was, of course, what was normal for society to do.
It seems like we sometimes forget that people have a sense of right and wrong when it comes to behavior in the workplace. One well-known exception is retail giant Nordstrom which, up until several years ago, used a 3 by 5-inch card as its “employee handbook.” It listed “Rule #1: Use your best judgment in all situations. There will be no other rules.” There was another paragraph inviting employees to ask their managers questions at any time. (Nordstrom still urges employees to use their best judgment but does now hand out a more detailed handbook with rules and legal requirements.)
Fourth in a series on EMC’s new Durham Cloud Data Center. Click here to read part three.
By Stephen Doherty, Consultant IT Project Manager
If you are struggling to sort out decades of intertwined databases and mission critical applications to move them to a brand new data center, take heart, you’re not alone. In this blog I’ll discuss our struggles to come up with a migration plan.
As soon as EMC’s Durham Data Center Migration Program to move six petabytes of data and hundreds of applications to our new cloud data center was underway, we initiated the discovery and planning efforts. These work streams ran in parallel to our Architecture Design (Part 1) and our First 90 Days (Part 2) work streams.
I had never migrated a data center before and I had no idea how complex the effort would be. Discovery? Why would we need to do that? We know what’s running where….right?
By Doug Graham – Senior Director, Global Security Office – EMC IT
If you’re like me, you think about cyber security all day, every day. You may even dream about it. It’s why I’m an IT security professional (and probably not the most interesting guy you’ll ever meet).
But since most people have other things on their minds most of the time, it takes a special effort to get them to focus on the importance of IT security. That’s where National Cyber Security Awareness Month—which occurs every October—comes in.
While setting aside a month to promote cyber security may not seem like the most hard-hitting tool to tighten security for your organization, it actually is a great opportunity to do just that. That’s because more than ever cyber security is all about peoples’ behavior and raising awareness is one of the best ways to have an impact on that.
What we have come to realize in IT security is that policy, compliance and governance alone won’t achieve cyber security for your organization unless people take those policies and rules and use them to make the right security decisions. The reality is that whether it’s people in their homes or in the workplace, we depend on individual behaviors to safeguard IT security—or anything else for that matter. If you don’t lock your door, people can walk straight into your house. If you leave your car unlocked, there’s a greater chance it —or something in it— will get stolen.
Throughout this blog, you have read many use cases of how EMC IT puts IT as a Service into action. Yet, among the many services and products EMC IT offers to its customers, perhaps there is no better representation of our commitment to ITaaS than infinIT (pronounced: in-fin-i-tee) — our internal portal that allows EMC IT’s employee customers to browse and purchase the tools they need to work faster, smarter and with greater agility.
Like the stores you shop online, infinIT enables EMC IT’s customers to order packaged IT products and services with transparent prices and services levels when they need them. Yet, infinIT does much more. The portal includes knowledge-based articles, FAQs and user instructions that provide self-help guidance to customers, allowing customers to be proactive in their support needs. The result has been greater accountability and faster response times in provisioning, and more importantly a smoother, more enjoyable customer experience with IT.
By Neil Thibodeau — Senior Director, IT Management
Third blog in a three-part series on labor sourcing
In my previous two blogs about labor allocation, I talked about how EMC IT’s move to an IT as a Service business model required us to redefine our sourcing strategy. I described our transition to a variable consumption model, how we are gaining efficiencies from labor pooling and continuous improvement activities. In my final labor sourcing blog, I will explore how we applied this strategy to Production Support Services.
As noted in my second blog, using EMC IT’s new variable consumption-based labor model for Production Support Services (PS) is a bit trickier than for other types of service delivery in that it’s a non-discretionary spend and is usually a reaction to when something is broken. It does, however, still offer plenty of potential for increased efficiencies.
Production Support Services are measured by the number of “tickets” IT issues. Tickets are the means by which we track business unit requests to resolve issues with IT assets. Because they are logged with each problem that customers report and seek help on, tickets are completely variable. Since most tickets involve issues that need to be resolved in a specific amount of time (SLA), you could get into trouble in a pay-per-unit-of-work contract model. In other words, you will pay for all tickets generated for an application since it’s non-discretionary. Since the demand is not typically within the control of the customer, it puts a lot of pressure on IT to understand the drivers behind the ticket volumes.