Posts Tagged ‘IT as a Service’

To DevOps or Not to DevOps? A Question of Survival

Ram Ramani

Ram Ramani

Sr. Director — EMC IT Office of Architecture
Ram Ramani

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When it comes to today’s IT, it really isn’t a matter of whether your IT operation should pursue a DevOps strategy and operating model to deliver software in the cloud. The question is how best to transition to this critical new approach. Similar to making the shift to IT as a Service, adopting DevOps is a must do in order for IT to survive and be competitive.

DevOps is a big buzzword right now, and it can mean different things to different people. At the end of the day, however, it is really about improving cooperation between IT teams that are traditionally siloed and delivering business value quicker and cheaper.

Like so many things in high tech, DevOps represents a circular evolution in IT. We spent decades siloing IT functions, focusing on segmented competencies in the name of efficiency, and now, we realize that shedding those siloes and bureaucracy, collaborating across functions, and using automation to enable individuals to more nimbly create software is the best way to deliver capabilities in the cloud.
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Achieving a Homegrown Approach to IT Transformation

Mark Smith

Mark Smith

Advisory Consultant, EMC Global Services
Mark Smith is an Advisory Consultant for organization and human change management within EMC Global Services.
Mark Smith

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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.

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10 Lessons Learned from the EMC IT Transformation

Jon Peirce

Jon Peirce

Senior Vice President, EMC IT at EMC Corporation
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 IT learned 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.

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Service Portfolio Management: Where the Rubber Meets the Road

KK Krishnakumar

KK Krishnakumar

Senior Vice President & Chief IT Architect

When it comes to running your IT operation like a business to deliver IT as a Service (ITaaS) and competing with outside providers, Service Portfolio Management (SPM) is where the rubber meets the road.

SPM is the process by which your IT organization makes sure your service catalog is providing the right mix of services that will meet customers’ needs and deliver business value while at the same time enabling you to be a financially viable service provider. Or, put in plain business terms, SPM is how you make sure you are selling the right product mix to meet your customers’ demands (and needs) at the right price to keep you in business–to keep IT relevant. It is basic supply and demand.

That said, achieving SPM as you transform your traditional IT operation to ITaaS has its challenges. EMC IT has been in the process of transforming to an ITaaS model for several years now. And just as our transformation journey has been a learning process, so has our journey to effective SPM.

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Strategic IT Partnerships: Framing a Better Sourcing Strategy

Dr. Brian P. Roy

Dr. Brian P. Roy

Sr. Manager, IT Partner Management, EMC IT
Dr. Brian P. Roy

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All organizations need to strategically manage their IT sources to fulfill their needs in the most efficient way.  Many companies leverage hundreds of vendors to support their IT operations as well as a select core of strategic partners with whom they collaborate for mutual success.

At EMC IT, we are incorporating industry best practices into a newly launched Enterprise Vendor Management Office (EVMO) to bring our IT sourcing strategy to a new level of efficiency.

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EMC Leaps To IT-as-a-Service: Redefining the Organizational Model

Jon Peirce

Jon Peirce

Senior Vice President, EMC IT at EMC Corporation
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.

In describing our journey to Redefine our IT organization at EMC, I told you how we brought in consultants to help us bridge the old IT world with the new, devised a fresh strategy and workstreams to execute on our roadmap and used added insights about our customers to define wins for IT.  What we still needed to do beyond those milestones was to determine what our new organization would look like; we were struggling with several organizational components.

While we had broken down some technology silos in the past, we still had not taken the leap fully into a services-based organizational structure.  We still had “sand in the gears” with respect to how teams worked together.  Each group had its own goals and objectives, and what was important to our end customer was too often getting lost in the “interlock.”
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What’s the Best Predictor of Success With IT Transformation?

Mike Koehler

Mike Koehler

Senior Vice President, EMC Global Services at EMC
Mike Koehler

Latest posts by Mike Koehler (see all)

On the road to IT-as-a-Service, transforming your IT infrastructure and applications is the easy part, comparatively speaking, that is. The really tough part is transforming the people and processes, and it’s also what differentiates the most successful IT transformations.

So you’ve virtualized your environment, set up your on-premises private cloud and connected it with a public cloud solution. You have a hybrid cloud up and running and you’re on your way to delivering IT-as-a-Service. Now that you have the hardware and software operating, how do you get your people operating in a new way – with new processes and structure — that allows your business to capitalize on the new IT agenda to deliver more business value than ever before?

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Evolving IT as a Business Partner

Vic Bhagat

Vic Bhagat

Executive Vice President, Enterprise Business Solutions and CIO at EMC Corporation
Vic Bhagat

I had the distinct pleasure of presenting to many local CIOs and IT professionals at Evanta’s CIO Executive Summit in Boston last Tuesday.  In speaking with a variety of attendees, one common topic revolved around how we must change our conversations and working relationship with our business users.

It is no surprise that today’s business leaders are faced with a trifecta of challenges – unwavering competitive pressures; shifting business and budgetary priorities; and unprecedented new technologies, such as cloud, analytics, mobility and social media.  Traditionally, we would do all we could to help, but were often handcuffed by a budget-driven, multi-year command and control processes for IT projects.
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An IT Epiphany: Getting Back to Basics and Defining Our “Wins”

Jon Peirce

Jon Peirce

Senior Vice President, EMC IT at EMC Corporation
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.

Sometimes simple steps can lead to substantial insights in the midst of transition. One such instance proved extremely valuable in our Redefine IT effort.

In my previous Redefine IT blog, I described the structure of our IT transformation program, the workstreams we used to reshape our organization, and our pursuit of a more inclusive process for driving change.  In this installment, I want to share an elegantly simple exercise that ended up bringing new focus to our IT Strategy.

As our transition to IT-as-a-Service was taking shape, we decided to actually spell out our IT Strategy and how it connects with what matters most to EMC. We have always had an implied IT Strategy that was tightly aligned to EMC’s corporate strategy; however, we had never written it down, and consequently there was varied understanding of it across our IT organization and across the company.  (more…)

The “Unconference”: IT Chief Architect/CTO Forum Takes New Approach to Idea Sharing

KK Krishnakumar

KK Krishnakumar

Senior Vice President & Chief IT Architect

It may not take a village to create cohesive IT architecture in a changing high-tech world, but forging a small community of Chief Technology Officers (CTOs) and Chief Architects is proving to be a helpful tool. At least that is the consensus of the feedback EMC and VMware have gotten to our Chief Architect/CTO Forum that debuted at EMC World last spring.

As an IT Architect I can tell you that CTOs and Chief Architects don’t just focus on technology, though it is certainly central to their world. They also deal day-to-day with a more holistic set of problems, including resources, employee skill sets and ensuring that their organization’s architecture comes together as need. And, until earlier this year, they didn’t have a place to discuss these challenges with their peers at EMC events.

In May at EMC World, however, we decided to give this unique group of professionals a chance to do just that at our first Chief Architect/CTO Forum. We invited some 20 CTOs and Chief Architects to a day-long event in the midst of EMC World 2014, which ran from May 5-8, 2014 in Las Vegas. I co-hosted the event with Job Simon, Vice President, IT Architecture and Strategy at VMware.

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