Posts Tagged ‘Jon Peirce’

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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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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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…)

Redefining EMC IT: A Fresh Strategy to Reach the New ITaaS World

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 my last blog about Redefining IT into a successful IT-as-a-Service (ITaaS) operation, I described how EMC IT partnered with our trusted IT consultants, EMC Services, to help us assess, refocus and accelerate our IT transformation progress.

As I noted, we were stalled.  While we had achieved significant benefits from adopting a standardized and virtualized infrastructure, we had an operating model and 2,000-person organization that had one foot in traditional IT and one foot in ITaaS. With EMC Services’ help, we regrouped, assessed our model’s maturity level and created a clearer roadmap to move forward. The next step was creating the workstreams to execute against that roadmap; reshaping our organization’s processes and the roles of our people in the new ITaaS world.

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Running IT Like a Business: ITSM is a Challenging but Worthwhile Journey

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.

For those of us in corporate IT, if we want to achieve our ITaaS aspirations, we need to become more professional in how we deliver services. In the past, we’ve had the luxury of being able to impose services on our captive clients and with little competitive imperative for us to “be the best we could be.” We delivered client experiences that would have resulted in market share loss had we been a commercial service provider.

With the cloud, everything has changed. Public cloud services are competing for our clients’ business and, in some cases, winning by providing better value than our clients perceive we’re capable of delivering. We now clearly understand that we must transform ourselves to operate more like a business and offer levels of quality, cost and service that differentiate our offerings from alternatives our business clients might have.  A core component of running our IT operation more like a business and becoming a more professional service provider is adopting a set of processes and enabling technologies supporting IT Service Management (ITSM).

ITSM is an industry standard term (much like ERP [Enterprise Resource Management] and CRM [Customer Relationship Management]) that defines a process framework describing an effective and efficient way of conducting IT’s business. Technologies that enable effective IT Service Management are referred to as ITSM Systems. As is the case with ERP and CRM systems, effective ITSM implementations rely on process and behavior change. The technology alone will do very little.

And herein is the challenge. Delivering ITaaS, or running IT more like a business requires making substantial changes to IT processes and our culture and behaviors. As someone who is sponsoring our ITaaS transformation and the implementation of a new ITSM at EMC, I can tell you that it’s not at all easy.

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