By Jon Peirce — Senior Vice President, EMC IT
Making the transformation from the old, traditional IT world to the new IT as a service (ITaaS) world is about more than technology. It involves the much more gradual and, at times, more challenging evolution of your operation’s people and processes into a new operational and organizational structure, while maintaining the old processes and structures that need to exist until the transformation is complete.
This split focus of having one foot in the traditional IT world and one in ITaaS can undermine your transformation journey by adding complexity and uncertainty that conspire to prevent true change from taking root in the organization. The reality is, every IT organization on a transformational journey faces this type of challenge and there’s no need to tackle it alone. You may want to take the time to get some help from someone who’s done it before and can provide some “tough love” to get you over the hump.
By Neil Thibodeau — Senior Director, EMC IT Business Management
Becoming financially transparent and allowing IT customers to see and control what they invest in IT services is a critical part of transforming your IT operation into an IT-as-a-Service model. But those financial details are only as good as the data they are drawn from. Data Quality Management is foundational to building an ITaaS model, as well as to maintaining credible financial transparency as your IT operation evolves and matures.
EMC IT began focusing on Data Quality Management back in 2011, when we pursued financial transparency as part of our ITaaS transformation. The goal was to transition our IT operation from a traditional centralized, cost-center based IT budget— where users had little or no information on the cost and value of what they consumed—to a financially transparent one providing increased detail on users’ IT spend.
By Jon Peirce — Senior Vice President, EMC IT
When it comes to transforming your traditional IT operation, convincing business users to embrace your new cloud architecture can be an uphill battle.
As I noted in my last blog, EMC IT initially provided infrastructure to our business users free of charge and stepped up our guaranteed service levels to convince them to adopt our new infrastructure. Virtualization and multi-tenancy were creating tremendous cost and efficiency benefits.
Nonetheless, we faced an interesting phenomenon—even though our infrastructure was free, some business units were still opting to work around us and spend real money on services. It really caused us to pause, and ask, “Why is this happening?” Continue reading
By Dr. Alon Grubshtein, Principal Data Scientist — EMC IT
This is a great time to be a data scientist –a bit like rock stars with all the fans always trying to catch some private time with us. While there’s is no clear definition of what a data scientist is (see related blog or view diagram of DS skillset) our take on this role is quite simple:
- Work with stakeholders to elevate high impact business related questions
- Find the means to answer these questions
This blog aggregates our collective experiences as members of EMC’s Corporate IT Data-Science-as-a-Service (DSaaS) team. Our team has been active since 2012, providing Data Science (DS) services to different business units as part of EMC IT’s transformation to an agile and innovative IT-as-a-Service model.
Although we aimed for a technical blog, we thought that the first post should provide a broader context to the DSaaS offering and it will, therefore, be dedicated to the process of innovating and driving data science projects in the corporate environment.
As data growth continues unabated, with users demanding performance across multiple devices, file sharing has become an indispensable part of successful collaboration and management. To support this growth, EMC IT embraced Syncplicity to provide our global workforce of more than 60,000 people with a fast, simple, reliable service to share the content they use every day. Syncplicity has proven to be a game changer and now comes out of the box for every new EMCer.
With speed and efficiency, EMC IT migrated nearly the entire enterprise onto Syncplicity within mere months. How? Watch below as EMC Chief Information Officer Vic Bhagat (@VicBhagat) discusses the rollout of Syncplicity.
Want more information? Watch EMC Chief Security Officer Dave Martin address the security elements behind Syncplicity. You can also read the following content that further details Syncplicity’s place within the EMC service catalog.
(blog) Syncplicity and EMC: Providing File Sync & Share For All
(white paper) EMC IT Deploys Syncplicity With Private Cloud Storage
(white paper) How EMC IT Deployed Syncplicity With On-Premises Storage
By Jon Peirce — Senior Vice President, EMC IT
A big mistake companies make as they work to transform their IT operation is thinking that they can achieve that change without making some bold, big bets.
CIOs and IT leaders I talk with often reason, “if we make a bunch of little incremental steps, we’ll get to where we want to get.”
That is absolutely not the case, because when you make small incremental steps, in most cases, you’re ruling by consensus; you’re letting the silos dictate the strategy and the direction. And in the end, there are so many vested interests in traditional IT organizations, that a CIO or a VP of infrastructure responding to consensus can end up missing the bigger picture.
You’re engineering complexity into the system, as opposed to taking complexity out. The bigger picture is that there is an entirely different model that we need to get to as quickly as we can, and to do that requires some bold moves.
By Vic Bhagat — EMC Chief Information Officer
With wheels up and the neon lights of Las Vegas behind me, I reflected on two days spent with nearly 80 global CIOs at EMC’s fourth annual CIO Summit. Whether in our panel discussions, collaborative breakout sessions, or during the networking breaks, we tackled a variety of timely topics for CIOs.
Of course, it would be overly ambitious to say we collectively solved all that ails CIOs because we have just scratched the surface. However, faced with pressure to provide our businesses and users with agile, elastic and contemporary IT services, we only saw an opportunity to unlock more value. Here are some takeaways from the Summit conversation:
By Jon Peirce — Senior Vice President, EMC IT
The reality is if your IT organization is working to transform into an IT-as-a-Service model to meet changing user demands, you didn’t just wander onto that path. Transformation is typically not something you do when everything is good… it’s a response to disruptive influences that make the status quo increasingly untenable.
To understand what’s driving today’s IT transformation groundswell, you need only look at the escalating pressures facing the CIO in a traditional IT operation. On one side, you have external IT service providers, promoting standardized offerings with friction-free consumption experiences and pay-by-the-drink pricing selling directly to the lines of business in competition with corporate IT. On the other side, many CIOs contend with Corporate Finance models that want to treat corporate IT like a regulated monopoly–rationing the supply of IT in order to keep total IT costs in check.
While corporate IT may have once been somewhat of a monopoly within an enterprise, those days are long gone. Increasingly tech savvy business users, empowered by consumerization trends and an explosion in IT services offered from the public cloud, are finding alternatives to corporate IT. They perceive IT as too slow, too expensive, too restrictive and too rooted in traditional thinking.
The changing IT landscape requires not only the provisioning of the latest tools, technologies and assets, but the embracing and leveraging the technology – especially Big Data analytics – to achieve true transformation. Through greater inclusion of Big Data analytics into our IT portfolio, EMC IT has made tremendous strides optimizing how it runs IT. However, the greater value rests within our ability to package Big Data analytics and provide the business with a consumable, self-service model.
For instance, with Business Analytics as a Service, we are empowering our constituents to plan, map and create solutions that best support their specific needs. Leveraging Greenplum technology, the analytics generated allow users to co-locate terabytes of corporate information from various data warehouses within a single platform. The solution is agile, reduces time to market and fosters a strong relationship between IT and the business.
In a recent Q&A with DataQuest magazine, EMC Chief Information Officer Vic Bhagat addresses the role of Big Data analytics in driving business value, how emerging technologies affect his role as CIO and much more.
Follow Vic on Twitter @VicBhagat
By Neil Thibodeau — Senior Director, IT Business Management
As I mentioned in my last blog (IT Financial Transparency: Eyes Wide Open), we continue to improve the quality and detail of information we provide to customers as part of our ITaaS Financial Transparency journey. The ability to deliver more specific costing geared to individual customers, something I discussed in “eyes wide open”, also necessitated the creation of a new cost model that more accurately aligns with our service definitions and our expectations for creating a true Bill of IT.
In 2013, when we realized that we needed to redesign our cost model, we also decided to ask ourselves if we had the right technology solution to meet our future needs. At that time we faced the choice of creating a new cost model in Apptio – the solution we had started with – or finding another solution that better fulfilled our requirements.
By Wissam Halabi — Distinguished Engineer and Chief Infrastructure Architect , EMC IT
While there are many reasons for corporate IT operations to embrace private cloud computing and transform to an IT-as-a-Service model, optimizing the performance of basic IT tools like email storage, database management and file sharing are among the compelling motivators.
Consider, for example, the fact that EMC IT faced challenges with its use of three fundamental Microsoft applications that many companies—perhaps yours—have long relied on: SharePoint for collaboration, SQL Server for database management, and Exchange for email.
By Bill Reid, Senior Director, IT Platform Strategy and Engineering
Developing Platform-as-a-Service (PaaS) is a vital part of corporate IT operations these days as such operations strive to become more responsive to their internal business customers by shedding the traditional model for IT-as-a-Service. Through the EMC Federation, we have multiple options that we have embraced to support both new and legacy capabilities, including Cloud Foundry from Pivotal which is well-positioned for the Third Platform supporting multiple Big Data and mobility needs and VMware tools supporting the automation of public, hybrid and private cloud management.
While we embrace all of these capabilities within EMC IT, we are also taking a broader, more holistic approach to PaaS. Rather than simply thinking about Platform-as-a-Service, we are thinking about Platform-as-a-Strategy.
With a traditional PaaS model, users request platform capabilities (servers, storage, web capabilities) on a project-by-project basis and IT provides the landscape on which users can develop their applications.
By Neil Thibodeau — Senior Director, IT Business Management
EMC IT’s evolving financial transparency model is letting IT users see more than costs and billing details for the IT services they use. It is also opening their eyes to the opportunity to take control of those costs and free up funds for more strategic IT investments that will result in operating efficiencies, increase profitability and enhanced growth.
For nearly four years, EMC IT has been transitioning our IT operation from a traditional centralized, cost-center based IT budget— where users had little or no information on the cost and value of what they consumed—to a financially transparent one providing increased detail on users’ IT spend. It is a crucial part of our transformation to an IT-as-a-Service model. I’m happy to say our IT customers—the business units— are beginning to use that information to take control of their IT investments as we had hoped they would.
By Dana Swanstrom — Director of IT Service Management, EMC IT
If early results are any indication, EMC IT Service Management is making its customer 30 percent happier than we did two years ago. We are also giving them more control over addressing IT Service incidents via self-service options, cutting down on reassignments of their service requests from one service agent to another, and using more standardized processes resulting in fewer emergency service issues.
It’s all part of EMC IT’s recent initiative to transform our clients’ IT service experience by forging a new IT Service Management (ITSM) program that optimizes service management processes and technologies.
The project, which we call UnITy, was a massive undertaking to replace our outdated, inconsistent and less-than-agile ITSM processes and obsolete platforms to better meet the evolving needs of our customers.
By Srinivasa Maguluri — Consultant Architect, Cloud Platforms, EMC IT
While today’s business organizations have gained tremendous IT agility and efficiency with technology that automates the management of their computer and network resources, handling growing data storage demands across multiple environments has remained a time-consuming challenge—until now. Software defined storage opens the door for enterprises to achieve automated and on-demand management of their data storage resources to provide the final piece of IT optimization in the cloud.
I am part of a team at EMC IT that is currently incorporating a groundbreaking software defined storage platform into our IT-as-a-Service (ITaaS) model.
Amid the ongoing explosion of data creation and the demand to access and analyze such information quickly, enterprises have been struggling to manage their multi-vendor storage environments. Software defined storage turns physical storage arrays into pools of virtual shared storage resources so that users don’t have to care which platform their data is on. After all, business organizations are interested in data modeling and getting the data storage services they need, and not whether that information is in box A, box B or box C.
By Vic Bhagat — Chief Information Officer
The era of instant gratification is upon us with the proliferation of cloud computing and software-as-a-service, Big Data and the latest analytical tools, and anywhere, anytime access to information on our mobile devices.
Our true test as IT professionals will be our ability to evolve quickly to create contemporary and innovative solutions and apps that enable our users to be more productive, to analyze Big Data for real-time information, and to make decisions that unlock value for the business.
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).
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.
By Paulo Prazeres — Senior Director of IT Finance
Forging an effective financial transparency model for an IT-as-a-Service operation is an ongoing process, extending months and even years after sending out those initial chargeback invoices to IT users sharing the cost and the control of the services they consume.
At EMC IT, we have been steadily refining the process since creating cost transparency around our IT services as part of launching an ITaaS model in late 2011. And as the summer of 2013 wears on, we are already in the thick of analyzing and honing projections to make improvements for 2014.
Summer vacation season notwithstanding, cost transparency takes persistence and time, especially when we are adding new IT offerings to users. That means we are dealing with new services in our catalog, and making sure we are costing and pricing them correctly depending upon what future demand looks like.