Sometimes the insights you are looking for to resolve a problem turn out to be right in your own backyard. When EMC IT embarked on a bold mission to transform its IT operating model almost two years ago, it made perfect sense for EMC IT to turn to an inside resource—our top EMC consultants in the IT Transformation Work Group within EMC Global Services—for help.
After all, the Global Services IT Transformation Practice had years of experience helping clients transform their IT operations to better serve their business clients. Global Services could apply what we knew to move the EMC IT effort forward In turn, our IT Transformation service leaders could benefit from being involved in one of the industry’s largest IT transformations, through which we could hone and refine our consulting approach and practices on a scale we have never done before.
Nineteen months later, EMC’s IT transformation is on track, and our group has gained a long list of new best practices and insights to leverage with other clients going forward.
We used to deliver projects in ERP terms with complex, multi-year investments leaving the business little choice regardless of how long it would take or what it would cost. However, today’s information generation wants convenience and near instant gratification, so if we are not agile or fast enough, they will get their infrastructure, apps or cloud services elsewhere.
To get ahead of this at EMC, we have transformed IT to be more business aligned to dramatically improve innovation, performance and reliability. That said, it is not for the faint of heart, so let me share a few lessons we’ve learned along the way
Traditionally, IT organizations have provided infrastructure and basic support to the business as a monopoly. We used to think of (and deliver) projects in ERP terms with complex, multiyear investments. And, the business had little choice, but to work with us regardless of how long it would take or what it would cost. Those days are slowly disappearing as times and technologies are changing.
Today, the users of IT – the information generation – want the convenience and near instant gratification they can get elsewhere through mobility, cloud applications, software as a service and shadow IT investments. Consequently, CIOs and IT professionals must evolve how we run IT as a business to maintain our relevance. (more…)
We use supplier analytics, ongoing process improvement and constant communication—the fourth and final pillar of our overall approach.
Using dashboards and reporting tools, analytics lets us measure our vendor interactions and evaluate them to maximize performance. Think of this approach as tracking the heartbeat of EMC IT’s vendor relationships—a kind of ongoing checkup to make sure this important system is working as it should. This includes tracking deals to ensure all the right terms and conditions are in place, confirming that what IT spends on them is what was expected, and making sure that each vendor is doing what they are expected to do. (more…)
IT Proven allows you to leverage EMC IT’s first-hand knowledge and best practices to accelerate your own IT transformation journeys, transforming operations and delivering IT as a Service through the power of cloud computing. IT Proven highlights how EMC IT transformed into an agile, innovative, and competitive service provider.
Transforming an IT organization is a complex, multi-faceted journey that requires new ways of thinking, analysis and structure. With the industry changing at a break-neck pace, the need has never been greater to assume an IT as a Service (ITaaS) model and become a true service provider to the business. To help organizations with their transformations, EMC IT Proven engages customers so they may leverage EMC IT’s first-hand experience to accelerate their own IT transformation journeys.
That is why EMC IT experts will be hosting five LIVE Virtual CrowdChat events during EMC World this year which can be attended virtually from anywhere in the world! (more…)
Flash storage is getting decidedly more flashy these days. The once exclusive and expensive, high-performance storage technology is staking out an increasingly mainstream storage footprint across the current data environment.
Typically, flash has been the Formula 1 of storage technology, used to meet workloads requiring high-intensity IO with low-latency needs for applications like high-performance computing, database acceleration and data mining support. While it is still used to meet these demands, we find that due to both technology and business model changes, we are able to use flash in a variety of general purpose storage situations, and, in fact, that’s how we are putting it to use in EMC IT.
There are several factors that have made flash a more viable option for a wider array of storage needs:
As SVP of IT, Jon Peirce is responsible for driving EMC IT’s transformation into an IT-as-a-Service provider/ broker and strategic business partner through technology, operating model, process and organizational innovation and evolution. Additionally, he oversees operations for several of EMC’s revenue generating cloud services and leads EMC’s Centers of Excellence in the Americas. In his prior role in IT from 2006-2013, Jon was responsible for Global IT Infrastructure and Support Services and led an aggressive standardization, consolidation, virtualization, tiering and optimization program across EMC’s IT infrastructure that delivered in excess of $220M in cost savings along with improved agility, resiliency, scalability, sustainability and security.
We have shared many insights on EMC IT’s multi-year journey to transform from a traditional IT operation to an IT-as-a-Service model—from steps which determine a new organization structure to strategies on changing the mindset of employees to focus on serving our clients. With some significant transformation successes under our belt and many more in the works, it seems like an opportune time to look back a bit on how far we’ve come and reflect on what we’ve learned in the process.
What follow are the Top 10 Lessons EMC ITlearned in its IT transformation process. Regardless of whether your IT organization is just beginning this crucial transformation or is in the throes of the climb, we hope these lessons will help you move forward. #1: IT Transformation is not a project. It’s a journey. IT transformation is a complex challenge, for which a prescriptive approach to change management is inappropriate. A more iterative and agile approach is necessary.
“That’s not what I wanted”… “You said you were going to seamlessly support my apps”… “I thought you understood what the project was”… PROJECT STATUS: RED
Have you ever heard of the Latin term ‘Caveat Emptor’? It means let the buyer beware. How many times have you heard about someone who purchased a product or service and it is not what they thought they were buying? In countless courtrooms, both large and small, consumers (whether individuals or corporations) are warned about understanding what they are agreeing to, knowing what they are buying and taking responsibility for any agreements they are entering into. In a way – our computer age has made this easier than ever to do. So if this is so easy why are there still many vendor disputes or – worse yet for IT organizations –failed projects?
Contract Execution and Compliance is a key part of EMC IT’s Enterprise Vendor Management approach that can have a huge impact on the ongoing success of the work we produce. It is one of four pillars or focus areas we use to address key components of our IT sourcing. The other three pillars, discussed in other blogs in this series, are Strategic Partnership; Partner Selection and Negotiation; and Analytics, Process and Communication.
Project: Root cause analysis of difference in support hours
ROI: Model suggests saving of 500-1,000 support hours on average weekly (up to $5M annually)
I have recently made the transition from academic neuroscience to becoming a member of the Data-Science-as-a-Service team in EMC’s IT organization. The change from academia to the business world is far from trivial. Coming from a computational neuroscience lab, where most of the work involved developing probabilistic models for the activity of neural populations, simulations and implementations were not a top priority. As a data scientist with a mostly theoretical background, coping with implementation, let alone implementation in a Big Data environment, is challenging.
Lucky for me, the change of scientific domains underlying the two disciplines is not as large a “leap” as it may seem at first. When you think about predictive analytics, what is more natural than to think of our brain as a complicated learning machine whose main goal is data compression and interpretation?
Second in a series on Enterprise Vendor Management
Selecting IT sourcing partners and negotiating effective contracts are key to the success of your organization’s IT sourcing strategy. Failure to dedicate enough time to these items will almost certainly lead to issues down the road, either in project failure or not achieving intended goals. In this the second blog on Enterprise Vendor Management, we will review some foundational steps to get you started in the right direction. (Read the first part on Framing a Better Sourcing Strategy)
Selecting a partner
Before deciding who you want to purchase services from or partner with, you must clearly define your goals and requirements including timeframe and budget. If possible, do this without a specific partner in mind to avoid tailoring your requirements. Depending on the scope of your project, you may want to issue a formal request for proposal (RFP).
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