In an age when most companies invest to become data-driven, the value of data is increasingly a key criteria for making IT decisions, and the protection of the data becomes paramount to those decisions
When making backup-related decisions, price justification involves the potential capital loss to the organization when a data loss or unavailability occurs. Understanding the value of data and access to that data is key when prioritizing backup technology or even for deciding which infrastructure to protect during a cyber-attack. However, estimating this price is not trivial.
I recently worked on a research project with a team of academic partners at Ben-Gurion University for prioritizing data replication to minimize the monetary loss in the case of a disaster. The method we derived can limit the costs of data loss, and could provide a high return on investment (ROI) of up to one million dollars per incident.
Creating a data protection strategy for your organization is a little bit like selecting the right insurance policy for your home. It isn’t the most flashy of endeavors and nobody likes paying those insurance premiums, but when a hurricane rips the roof off your house, you’re glad that you took the time to do it right.
Structuring your data protection strategy is not exclusively an IT decision. It’s primarily a business decision involving a range of stakeholders (not just IT) which provides the products, solutions and processes to execute that strategy based on the value of the data and the objectives of the business.
Data protection is not a one-size-fits-all process, as we in EMC IT, have come to learn. The following are best practices and lessons learned that EMC IT uses to create and maintain our data protection strategy. (more…)
The 2014 EMC Digital UniverseStudy, with research and analysis by IDC, predicts that by 2020 the digital universe will contain nearly as many digital bits as there are stars in the universe.
According to the study, digital growth “is doubling in size every two years and by 2020, the digital universe—the data we create and copy annually—will reach 44 zettabytes, or 44 trillion gigabytes.”
As companies brace for this data tsunami, they are challenged to identify the next business opportunity, improve risk management, customer engagement and sustainability. They will need to become “predictive enterprises” which leverage their data to define their future focus and how to get there. Sifting massive amounts of data to find relevant insights for business will be a continuous process, constantly evolving and adapting to business climate. IT departments need to have a robust framework to manage their organizations’ ambitions and goals.
EMC IT’s ongoing quest to meet business’ need for speed and on-demand infrastructure has entered a new chapter as our IT organization implements a software defined data center using EMC’s Federation Enterprise Hybrid Cloud technology. As we continue to build our infrastructure and services in the cloud, there are several lessons we have learned along the way that will hopefully help your organization on your path to the hybrid cloud.
Like most organizations, EMC IT has virtualized and consolidated our infrastructure, achieved significant cost savings, and continued to drive down provisioning time and increase agility. After this, we used a myriad of tools, software, and scripts to deliver some Infrastructure-as-a-Service (IaaS) capabilities. The introduction of new EMC Federation Enterprise Hybrid Cloud technology (FEHC) is accelerating our progress toward a software defined data center by leveraging a fully integrated technology stack with virtual networking, storage and security, in addition to the virtual compute layer we have been – accustomed to for years.
With the demand for IT infrastructure growing at a steady rate in most organizations, embracing converged IT infrastructure allows IT operations to keep pace with demand without ramping up resources and expenses. Converged infrastructure combines compute, storage, and network in a single package, through technology such as VCE’s Vblock. EMC IT was an early adopter of Vblock in 2009/2010—first to enable our virtual desktop infrastructure (VDI) and then to support the build out of our brand new 100 percent virtualized, cloud data center.
EMC IT found that standing up IT infrastructure in pre-assembled, converged chunks offers several advantages, including a single vendor for support, a single end-of-support date for all technology components, and a single code release/support stack. In addition, due to the reduction in footprint, cabling and errors, we’ve seen faster deployment times.
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…)
If your organization is like most, you have multiple business groups seeking to leverage pools of segmented Big Data in various ways to improve their operations, gain insight into customers, target marketing efforts, hone product features and more. Maybe you are even one of the few who have gained some significant value from these siloed business analytics using increasingly popular data science techniques.
However, most organizations, including EMC, still have a way to go to become an analytical enterprise, which bases both tactical and strategic decisions on data and analytics. This does not mean that the decision-making is out of the hands of the leadership of the company and the years of experience they bring, but it does mean that every decision has been critiqued based on what your analysis is telling you.
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.
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