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Longtime IT industry analyst Dana Gardner is a creative thought leader on enterprise software, SOA, cloud-based strategies, and IT architecture strategies. He is a prolific blogger, podcaster and Twitterer. Follow him at http://twitter.com/Dana_Gardner.

 

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Managing transformation to Platform 3.0 a major focus of The Open Group Philadelphia conference on July 15

Posted By Dana L Gardner, Sunday, July 07, 2013

Taken as a whole, the converging IT and business mega trends of big data, cloud, mobile and social amount to more than a mere infrastructure or device shift.

Businesses and organizations often embrace some, but not all, of these activities. Their legacy and experience with them individually varies greatly. Each business and vertical industry has its own essential variables. And rarely are the trends embraced in unison, with a plan for how to cross-reference and exploit the others in concert.

Moreover, there are even more elements to the current upheaval: the Internet of things, aka machine-to-machine (M2M), and consumerization of IT (CoIT) implications, as well as the building interest in bring your own device (BYOD). There's clearly a lot of change afoot.

It's no wonder that the coordinated path to so-called Platform 3.0 that includes all these trends and their inter-relatedness is marked by uncertainty -- despite the opportunity for significant disruption.

Rarely are the trends embraced in unison, with a plan for how to cross-reference and exploit the others in concert.

So how should organizations factor standardization, planning, governance, measurement and even leadership over the productive adoption of Platform 3.0? The topic was initially outlined in an earlier blog post by Dave Lounsbury, Chief Technical Officer at The Open Group.

These questions will certainly play a big part of the upcoming The Open Group conference beginning July 15 in Philadelphia. While the theme of the conference is Enterprise Transformation and an emphasis on the finance, government, and healthcare sectors, The Open Group is working with a number of IT experts, analysts and thought leaders to better understand the opportunities available to businesses, and the steps they need to take to best transform amid the Platform 3.0 uptake.

The Open Group vision of Boundaryless Information Flow™ to me forms a large ingredient to helping enterprises take advantage of these convergent technologies. A working group within the consortium will analyze the use of cloud, social, mobile computing and big data, and describe the business benefits that enterprises can gain from them. The forum will then proceed to describe the new IT platform in the light of this analysis, with an eye to repeatable methods, patterns and standards.

Registration open

Registration to the conference remains open to attend in person, and many parts of the event will be streamed or available to watch later. [Disclosure: The Open Group is a sponsor of BriefingsDirect podcasts.]

In a lead-up to the conference, The Open Group also organized a Tweet Jam last month around that hashtags #ogP3 and #ogChat to investigate how the early patterns for Platform 3.0 use and adoption are unfolding. I was happy to be the moderator.

Among some of the salient take-aways from the various discussion and the online Twitter chat:

  • Speed of technology and business innovation will rapidly change the focus from asset ownership to the usage of services, requiring more agile architecture models to adapt to the rate and impact of such change
  • New value networks will result from the interaction and growth of the "Internet of things" and multiple devices and the expected new connectivity that targets specific vertical industry sector needs
  • Expect exponential growth of data inside and outside organizations, converging with increased end-point usage in mobile devices, coupled with powerful analytics all amid hybrid-cloud-hosted environments
  • Leaders will need to incorporate new sources of data, including social media and sensors in the Internet of Things and rapidly turn the data into usable information through correlation, fusion, analysis and visualization
  • Performance and security implications will develop from cross-technology platforms across more federated environments
  • Social behavior and market channel changes will result in multiple ways to search and select IT and business services, engendering new market drivers and effects

And some Tweets of interest from the chat:

  • Vince Kuraitis ‏@VinceKuraitis -- Great term. RT @NadhanAtHP: @technodad #ogP3 principle of "Infonomics" introduced by @doug_laney #ogChat http://bit.ly/YnxXwe
  • jim_hietala ‏@jim_hietala -- RT @nadhanathp: @VinceKuraitis Agreed.  Introducing new definition for ROI - Return on Information http://bit.ly/VAsuAK  #ogP3 #ogChat
  • E.G.Nadhan ‏@NadhanAtHP -- Boundaryless Information Flow to be introduced into Healthcare @theopengroup conference in July' 13 http://blog.opengroup.org/2013/06/06/driving-boundaryless-information-flow-in-healthcare/ … #ogChat #ogP3
  • E.G.Nadhan ‏@NadhanAtHP -- Say hello to the Data Scientist - Sexiest job in the world of #bigdata in the 21st century http://bit.ly/V62TcG  #ogChat #ogP3
  •  Vince Kuraitis ‏@VinceKuraitis -- Business strategy and IT strategy converge @ Platform 3.0 #ogp3 #ogChat

Again, registration to the conference remains open to attend in person. I hope to see you there. We'll also be conducting some BriefingsDirect podcasts from the conference, so watch for those in future posts.

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Tags:  ArchiMate  big data  BriefingsDirect  Cloud  cloud computing  Dana Gardner  mobile  Platform 3.0  social  The Open Group  TOGAF 

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Why should your business care about Platform 3.0? A Tweet Jam

Posted By Dana L Gardner, Friday, May 31, 2013

On Thursday, June 6, The Open Group will host a "tweet jam" examining Platform 3.0 and why the concept has great implications for businesses.

Over recent years a number of technologies -- cloud, mobile, big data, social -- have emerged and converged to disrupt the way we engage with each other in both our personal and business lives. Most of us are familiar with the buzz words, including "the Internet of things," "machine-to-machine (M2M)," and "consumerization of IT," but what do they mean when they act in concert? How can we treat them as separate? How can we react best?

Technologies have emerged and converged to disrupt the way we engage with each other in both our personal and business lives.

I was early to recognize this confluence as more than the sum of its parts, back in 2010. And Gartner was early too to recognize this convergence of trends representing a number of architectural shifts which it called a "Nexus of Forces." This nexus was presented as both an opportunity in terms of innovation of new IT products and services and a threat for those who do not keep pace with evolution, rendering current business architectures obsolete.

Understanding opportunities

Rather than tackle this challenge solo, The Open Group is working with a number of IT experts, analysts and thought leaders to better understand the opportunities available to businesses and the steps they need to benenefit and prosper from Platform 3.0, not fall behind. [Disclosure: The Open Group is a sponsor of BriefingsDirect podcasts.]

So please join the burgeoning Platform 3.0 community on Twitter on Thursday, June 6 at 9 a.m. PT/12 p.m. ET/5 p.m. GMT for a tweet jam, moderated by me, Dana Gardner (@Dana_Gardner), BriefingsDirect, that will discuss and debate the issues and implications around Platform 3.0.

All are welcome, including The Open Group members and interested participants from all backgrounds.

Key areas that will be addressed during the discussion include: the specific technical trends (big data, cloud, consumerization of IT, etc.), and ways businesses can use them – and are already using them – to increase their business opportunities.

All are welcome, including The Open Group members and interested participants from all backgrounds, to join the one-hour online chat session and interact with our panel's thought leaders. To access the discussion, please follow the #ogp3 and #ogChat hashtags during the discussion time.

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Tags:  ArchiMate  big data  BriefingsDirect  Cloud  cloud computing  Dana Gardner  mobile  Platform 3.0  social  The Open Group  TOGAF 

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Dutch insurance giant Achmea deploys 'ERP for IT' to reinvent IT processes and boost business performance

Posted By Dana L Gardner, Tuesday, March 19, 2013

Listen to the podcast. Find it on iTunes. Read a full transcript or download a copy. Sponsor: HP.

Welcome to the latest edition of the HP Discover Performance Podcast Series. Our next discussion examines how Achmea Holding, one of the largest providers of financial services and insurance in the Netherlands, has made large strides in running their IT operations like an efficient business itself.

We'll hear how Achmea rearchitected its IT operations to both be more responsive to users and more manageable by the business, all based on clear metrics.

Here to explore these and other enterprise IT performance issues, we're joined by our co-host for this sponsored podcast, Georg Bock, Director of the Customer Success Group at HP Software, and he's based in Germany.

And we also welcome our special guest, Richard Aarnink, leader in the IT Management Domain at Achmea in the Netherlands, to explain how they've succeeded in making IT better governed and agile -- even to attain "enterprise resource planning (ERP) for IT" benefits.

The discussion is moderated by Dana Gardner, Principal Analyst at Interarbor Solutions. [Disclosure: HP is a sponsor of BriefingsDirect podcasts.]

Here are some excerpts:

Gardner: Why is running IT more like a business important? Why does this make sense now?

Aarnink: Over the last year, whenever a customer asked us questions, we delivered what he asked. We came to the conclusion that delivery of every request that we got was an intensive process for which we created projects.

It was very difficult to make sure that it was not a one-time hero effect, but that we could deliver to the customer what he asked every time, on scope, on specs, on budget, and on time. We looked at it and said, "Well, it is actually like running a normal business, and therefore why should we be different? We should be predictive as well."

Gardner: Georg Bock, is this something you are seeing more and more of in the field?

Trend in the market

Bock: Yes, we definitely see this as a trend in the market, specifically with the customers that are a little more mature in their top-down strategic thinking. Let’s face it, running IT like a business is an end-to-end process that requires quite a bit of change across the organization -- not only technology, but also process and organization. Everyone has to work hand in hand to be, at the end of the day, predictable and repeatable in what they're doing, as Richard just explained.

That’s a huge change for most organizations. However, when it’s being done and when it has lived in the organization, there's a huge payback. It is not an easy thing to undertake but it’s inevitable, specifically when we look at the new trends around cloud multi-sourcing, mobility, etc., which brings new complexity to IT.

You'd better have your bread and butter business under control before moving into those areas. That’s why also the timing right now is very important and top of people’s minds.

Gardner: Tell us a bit about Achmea, the size of your organization, and why IT is so fundamentally important to you.

Aarnink: Achmea is a large insurance provider in the Netherlands. We have around eight million customers in the Netherlands with 17,000 employees. We're a very old and cooperative organization, and we have had lots and lots of mergers and acquisitions in the last 20 years. So we had various sets of IT departments from all the other companies that we centralized over the past years.

Aarnink

If you look at insurance, it's actually having the trust that whenever something happens to a customer, he can rely on the insurer to help him out, and usually this means providing money. IT is necessary to ensure that we can deliver on those promises that we made to our customers. So it’s a tangible service that we deliver, it’s more like money, and it’s all about IT.

Of the 17,000 employees that we have in the Netherlands, about 1,800-2,000 employees work in the centralized IT department. Over the last year, we changed our target operating model to centralize the technologies in competence centers, as we call them, in the department that we call Solution Development.

We created a new department, IT Operations, and we created business-relationship departments that were merged with the business units that were asking or demanding functionality from our IT department. We changed our entire operating model to cope with that, but we still have a lot of homegrown applications that we have to deliver on a daily basis.

Changing the department and the organizational structure is one thing, and now we need to change the content and the applications we deliver.

Gardner: How has all this allowed you to better manage all the aspects of IT, and make it align with the business?

Strategy and governance

Aarnink: To answer that question I need to elaborate a little bit on the strategy and governance department, which is actually within the IT department. What we centralized there were project portfolio and project steering, and also the architectural capabilities.

We make sure that whatever solution we deliver is architectured from a single model that we manage centrally. That's a real benefit that we gained in centralizing this and making sure that we can -- from both the architecture and project perspectives -- govern the projects that we're going to deliver to our business units.

Bock: Achmea is a leader in that, and the structure that Richard described is inevitable to be successful. ERP for IT, or running IT as a business, the fundamental IT processes, is all about standardization, repeatability, and predictability, especially in situations where you have mergers and acquisitions. It’s always a disruption if you have to bring different IT departments together. If you have a standard that’s easy to replicate, that’s a no-brainer and winner from a business bottom-line perspective.

In order to achieve that, you have to have a team that has a horizontal unit and that can drive the standardization of the company. Richard and Achmea are not alone in that. Richard and I have quite a number of discussions with other companies from other industries, and we very much see that everyone has the same problem, and given those horizontal teams, primary enterprise architecture, chief technology officer (CTO) office, or whatever you like to call those departments, is definitely a trend in the industry and for those mature customers that want to take that perspective and drive it forward that way.

It’s not rocket science from an intellectual perspective, but we have to cut through the political difficulties.

But as I said, it’s all about standardization. It’s not rocket science from an intellectual perspective, but we have to cut through the political difficulties of driving the adoptions across the different organizations in the company.

Gardner: What sort of problems or issues did you need to resolve as you worked to change things for the better?

Aarnink: We looked at the entire scope of implementing ERP for IT and first we looked at the IT projects and the portfolio. We looked at that and found out that we still had several departments running their own solutions in managing IT projects and also budgets. In the past, we had a mechanism of only controlling the budget for the different business units, but no centralized view on the IT portfolio, as a whole, for Achmea.

We started in that area, looking at one system of record for IT projects and portfolio management, so we could steer what we wanted to develop and what we wanted to sunset.

Next, we looked at application portfolio management and tried to look at the set of applications that we want to currently use and want to use in the future and the set of applications that we want to sunset in the next year and how that related to the IT project. So that was one big step that we made in the last two years. There's still a lot of work to be done in that area, but it was a big topic.

Service management

The second big topic was looking at service management. Due to all the mergers, we still had lots of variations on IT process. Incident management was covered in a whole different way, when you looked at several departments from the past.

We adopted service desks to cater to all those kind of deviations from the standard ITIL process. We looked at that and said that we had to centralize again and we had to make sure that we become more prescriptive in how these process will look and how we make sure that it's standardized.

That was the second area that we looked at. The third area was more on the application quality. How could we make sure that we got a better first-time-right score in delivering IT projects? How could we make sure that there is one system of record for requirements and one system of record for test results and defects. That’s three areas that we invested in in the first phase.

Lots of change going on

Gardner: What have you have seen in the market that leads you to believe that ERP for IT is not a vision, but is, in fact, happening, and that we're starting to see tangible benefits?

Bock: Richard very much nicely described real, practical results, rather than coming up with a dogmatic, philosophical process in the first place. I think it’s all about practical results and practical results need to be predictable and repeatable, otherwise it’s always the one-time hero effort that Richard brought up in the beginning, and that’s not scalable at all.

At some point you need process, but you shouldn’t try that dogmatically. I also hear about the Agile versus the waterfall, whatever is applicable to the problem is the right thing to do. Does that rule out process? No, not at all. You have to live the process in a little different way.

Technology always came first and now we look for the nail that you can use that hammer for. That’s not the right thing to do.

Everyone has to get-away from their dogmatic position and look at it in a little more relaxed way. We shouldn’t take our thoughts too seriously, but when we drive ERP for IT to apply some standard ways of doing things, we just make our life easier. It has nothing to do with esoteric vision, but it's something that is very achievable. It’s about getting a couple of people to agree on practical ways of getting it done.

Then, we can draw the technological consequences from it, rather than the other way around. That's been the problem in IT from my perspective for years. Technology always came first and now we look for the nail that you can use that hammer for. That’s not the right thing to do.

From my perspective, standardization is simply a necessary conclusion from some of the trial-and-error mistakes that have been made over the last 10-15 years, where people tried to customize the hell out of everything just to be in line with the specificity of how things are being done in their particular company. But nobody asked why it was that way.

Aarnink: I completely agree. We had several discussions about how the incident process is being carried out, and it’s the same in every other company as well. Of course there are slight differences, but the fact is that an incident needs to be so resolved, and that’s the same within every company.

Best practice

You can easily create a best practice for that, adopt it within your own company, and unburden yourself from thinking about how you should go for this process, reinvent it, creating your own tool sets, interfaces with external companies. That can all be centralized, it can all be standardized.

It’s not our business to create our own IT tools. It’s the business of delivering policy management systems for our core industry, which is insurance. We don’t want all the IT that we need in order to just to keep the IT running. We want that standardized, so we can concentrate on delivering business value.

Gardner: Now that we've been calling this ERP for IT, I think it’s important to look back on where ERP as a concept came from and the fact that getting more data, more insight, repeatability, analyzing processes, determining best processes and methods and then instantiating them, is at the core of ERP. But when we try to do that with IT, how do we measure, what is the data, and what do we analyze?

Richard, at Achmea, are you looking at key performance indicators (KPIs) and are using project portfolio management maturity models? How is it that you're measuring this so that you can, in fact, do what ERP does best, make it repeatable, make it standardized?

The IT project is a vehicle helping you deliver the value that you need, and the processes underneath that actually do the work for you.

Aarnink: If you look from the budget perspective, we look at the budgets, the timeframes, and the scope of what we need to deliver and whether we deliver on time, on budget, and on specs, as I already said. So those are basically the KPIs that we're looking for when we deliver projects.

But also, if you look at the processes involved when you deliver a project, then you talk about requirements management. How quickly can you create a set of requirements and what is the reuse of requirements from the past. Those are the KPIs we're looking for in the specific processes when you deliver an IT project.

So the IT project is a vehicle helping you deliver the value that you need, and the processes underneath that actually do the work for you. At that level we try to standardize and we try to make KPIs in order to make sure that we use as much as possible, that we deliver quality, and we have the resources in place that we actually need to deliver those functionalities.

You need to look at small steps that can be taken in a couple of months’ time. So draw up a roadmap and enable yourself to deliver value every, let’s say 100 days. Make sure that every time you deliver functionality that’s actually used, and you can look at your roadmap and adjust it, so you enable yourself to be agile in that way as well.

The biggest thing that you need to do is take small steps. The other thing is to look at your maturity. We did a CMMi test review. We didn't do the entire CMMi accreditation, but only looked at the areas that we needed to invest in.

Getting advice

We looked at where we had standardized already and the areas that we needed to look at first. That can help you prioritize. Then, of course, look at companies in your network that actually did some steps in this and make sure that you get advice from them as well.

Bock: I absolutely agree with what Richard said. If we're looking for some recipe for successes, you have to have a good balance of strategic goals and tactical steps towards that strategic goal. Those tactical step need to have a clear measure and a clear success criteria associated with them. Then you're on a good track

I just want to come back to the notion of ERP for IT that you alluded to earlier, because that term can actually hurt the discussion quite a bit. If you think about ERP 20 years ago, it was a big animal. And we shouldn’t look at IT nowadays in the same manner as ERP was looked at 20 years ago. We don’t want to reinvent a big animal right now, but we have to have a strategic goal where we look at IT from an end-to-end perspective, and that’s the analogy that we want to draw.

If we're looking for some recipe for successes, you have to have a good balance of strategic goals and tactical steps towards that strategic goal.

ERP is something that has always been looked as an end-to-end process, and having a clear, common context associated from an end-to-end perspective, which is not the case in IT today. We should learn from those analogies that we shouldn’t try to implement ERP literally for IT, because that would take the whole thing in one step, where as Richard just said very nicely, you have to take it in digestible pieces, because we have to deal with a lot of technology there. You can't take that in one shot.

Listen to the podcast. Find it on iTunes. Read a full transcript or download a copy. Sponsor: HP.

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Tags:  Achmea Holding  Application lifecycle management  BriefingsDirect  Cloud  Configuration management  Dana Gardner  ERP  Georg Bock  HP  HP DISCOVER  Interarbor Solutions  Richard Aarnink 

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Latest Jitterbit release further eases application and data integration from among modern sources

Posted By Dana L Gardner, Thursday, January 17, 2013

Data and apps integration provider Jitterbit this week released a new version of its solution, Jitterbit 5, designed to be the glue between on-premise, cloud, social, and mobile data,

Jitterbit focuses on simple yet powerful integration technologies that can be quickly and easily deployed to create integrated processes and data views. We've seen a lot of interest in light-weight, low-coding integration capabilities as more SaaS and cloud services need to be coordinated. This is now becoming even more pertinent to bringing data together from a variety of sources.

Jitterbit 5 aims to raise the level of simplicity even higher with new features that streamline process integration, said the Oakland, CA company. The wizards-based approach allows non-technical users to design integration projects through a graphical, point-and-click interface. I think making more people able to tailor and specify integrations can significantly boost innovation and productivity.

Vendors have been trying to solve the issue of integration of technology for over twenty years.

In enterprise computing today, there are three main sources of data that must come together to help drive the business forward, according to Jitterbit's thinking. First there's corporate data -- which for years has been the cornerstone of technology strategies -- that sits in databases, data warehouses, enterprise applications, etc. and is typically kept safe and sound on-premise, behind the firewall.

Over the past few years, two other sources of data have emerged as critical for businesses that want to optimize their operations and better serve their customers; data stored in cloud services, and data from a pair of new platforms -- social and mobile. And we'll no doubt be seeing ever larger and more specific data emerge from business and consumer activities from these domains.

These newer sources of data can be located anywhere, and the information they provide comes in a wide variety of formats, making it harder than ever to integrate with structured corporate information using traditional integration technologies.

Three pillars

Jitterbit's focus therefore is to help enterprises better achieve integration of data from all these three pillars of modern computing. And the means to do it must appeal to the business analysts who understand best the need to have many types of different data readily available and associated with business processes in near real time.

"Vendors have been trying to solve the issue of integration of technology for over 20 years.

The majority of companies come at it with a technical perspective -- they try to solve the problem for the professional developer," says Andrew Leigh, vice president of products with Jitterbit.

"But the problem of integration isn't just a technical issue; it's a business issue. The people who are best at building, managing, and changing integration are the ones that understand it's really a process. We're putting integration back in the hands of the business analysts who really understand the data and processes to make that integration effective."

The people who are best at building, managing, and changing integration are the ones that understand it's really a process.

While Jitterbit features wizards and other simple tools to let non-technical users quickly build the data connections that the business requires, it's important that they work in partnership with IT to ensure the process is governed correctly, says Leigh, who recently joined Jitterbit from Salesforce.com.

"We've built all the knowledge and best practices that the industry has been building up over the last two decades into our solution; now we're focused on the user experience and hiding complexity," says Leigh.

This latest release also features enhanced connectivity to Salesforce, Microsoft Dynamics and SAP, as well as Twitter and Chatter. The new Instant View and Process Monitor tools provide visibility to the status and results of more complex business process integrations. And Version 5.0 supports large-volume cloud APIs to allow organizations to rapidly synchronize large volumes of data at higher levels of performance.

Jitterbit's approach also fits into the vision of "integration as a service," which seems a natural development of cloud models. I'd like to see more cloud services providers embed such integration services into their offerings. This is especially important for PaaS to go mainstream.

A video describing the new features in Jitterbit 5.0, available now can be found here. A free 30-day trial of the product is available here.

(BriefingsDirect contributor Cara Garretson provided editorial assistance and research on this post. She can be reached on LinkedIn.)

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Tags:  application integration  BriefingsDirect  Cloud  Dana Gardner  Interarbor Solutions  Jitterbit  mobile  social software 

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Study: Cloud computing becoming pervasive, and IT needs to take control now

Posted By Dana L Gardner, Wednesday, March 21, 2012

Cloud computing may be taking the business world by storm, but its success could mean a "perfect storm" that endangers the role of IT.

As a result, IT needs to step up now and change its approach to cloud services. This includes building trust with the lines of business, beginning to manage public cloud services, and pursuing increased automation for service provisioning and operations.

These are the key findings of a survey commissioned by BMC Software and conducted by Forrester Research. The study, "Delivering on High Cloud Expectations," shows that business units' demand for speed and agility is leading them to circumvent IT and acquire cloud services, more than half of them from what were termed "unmanaged" clouds.

Brian Singer, Lead Solutions Marketing Manager for BMC, said his company commissioned the survey in an effort to confirm what the company was hearing anecdotally from customers. "Cloud and software as a service (SaaS) are in enterprises in a big way," Singer said, "and we wanted to see how IT was dealing with them."

Cloud and SaaS are in enterprises in a big way and we wanted to see how IT was dealing with them.



For the study, researchers polled 327 enterprise infrastructure executives and architects in the United States, Europe, and Asia-Pacific. Among the key findings:

  • Today, 58 percent run mission critical workloads in unmanaged public clouds, regardless of policy. The researchers use "unmanaged" to describe clouds that are managed by the cloud operators, but not by the company buying the service.
  • In the next two years, 79 percent plan to run mission-critical workloads on unmanaged cloud services.
  • Nearly three out of four responders, 71 percent, thought that IT should be responsible for public cloud services.
  • Seventy two percent of CIOs believe that the business sees cloud computing as a way to circumvent IT.

Wake-up call

"This is a wake-up call," Singer said. "They know that this is going on and they understand that cloud is a way to go around monolithic IT." According to the survey, 81 percent of respondents said that a comprehensive cloud strategy is a high priority for the next year.

While cost is a major driver in the C-suite, the lines of business respondents put cost way down on their list of priorities. Instead they are seeking higher availability, faster delivery of services, more agility, and options and flexibility.

The researchers suggested a three-prong approach for IT to get a handle on this:

  • Build trust with the users and create a better user experience -- have an honest conversation about needs of the business, incorporate business requirements into a cloud strategy, and demonstrate progress toward them.

    They know that this is going on and they understand that cloud is a way to go around monolithic IT.


  • Shift from unmanaged to managed public cloud services. Many cloud vendors allow IT operations to monitor and manage services. This will help mitigate the risk and complexity that unmanaged clouds now introduce.
  • Develop ways to provision and operate internal services so that users get experiences similar to those they get from outside. This requires more automation to rapidly deploy solutions.

The full study results will be announced April 26 at 11 a.m. CST as part of a BMC webinar, registration required.

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Tags:  BMC Software  BriefingDirect  Business Service Management  Cloud  cloud computing  data center  Enterprise IT 

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