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HPE Synergy

How automation and intelligence blend with design innovation to enhance the experience of modern IT

How automation and intelligence blend with design innovation to enhance the experience of modern IT

A discussion on how advances in design enhance the total experience for IT operators, making usability a key ingredient of modern hybrid IT systems. 

How HCI forms a simple foundation for hybrid cloud, edge, and composable infrastructure

How HCI forms a simple foundation for hybrid cloud, edge, and composable infrastructure

A discussion on how IT operators are seeking increased automation, built-in intelligence, and robust security as they look for turnkey hyperconverged appliance approaches for both cloud and traditional workloads.

How the composable approach to IT aligns automation and intelligence to overcome mounting complexity

How the composable approach to IT aligns automation and intelligence to overcome mounting complexity

Learn how higher levels of automation for data center infrastructure have evolved into truly workable solutions for composability. 

How HPC supports 'continuous integration of new ideas' for optimizing Formula 1 car design

How HPC supports 'continuous integration of new ideas' for optimizing Formula 1 car design

Learn how Alfa Romeo Racing in Switzerland leverages the latest in IT to bring hard-to-find but momentous design improvements -- from simulation to victory. 

IT kit sustainability: A business advantage and balm for the planet

IT kit sustainability: A business advantage and balm for the planet

Learn how a circular economy mindset both improves sustainability as a benefit to individual companies as well as the overall environment. 

Who, if anyone, is in charge of multi-cloud business optimization?

Who, if anyone, is in charge of multi-cloud business optimization?

Learn from an IT industry analyst about the forces reshaping the consumption of hybrid cloud services and why the model around procurement must be accompanied by an updated organizational approach. 

A discussion with IT analyst Martin Hingley on the culmination of 30 years of IT management maturity

A discussion with IT analyst Martin Hingley on the culmination of 30 years of IT management maturity

A discussion on how new maturity in management over all facets of IT amounts to a culmination of 30 years of IT operations improvement and ushers in an era of comprehensive automation, orchestration, and AIOps.

Inside story: How HP Inc. moved from a rigid legacy to data center transformation

Inside story: How HP Inc. moved from a rigid legacy to data center transformation

A discussion on how a massive corporate split led to the re-architecting and modernizing of IT to allow for the right data center choices at the right price over time.

How hybrid cloud deployments gain traction via Equinix datacenter adjacency coupled with the Cloud28+ ecosystem

How hybrid cloud deployments gain traction via Equinix datacenter adjacency coupled with the Cloud28+ ecosystem

Learn how Equinix, Microsoft Azure Stack, and HPE’s Cloud28+ help MSPs and businesses alike obtain world-class hybrid cloud implementations.

Ryder Cup provides extreme use case for managing the digital edge for 250K mobile golf fans

Ryder Cup provides extreme use case for managing the digital edge for 250K mobile golf fans

A discussion on how the 2018 Ryder Cup golf match between European and US players places unique technical and campus requirements on its operators.

HPE and Citrix team up to make hybrid cloud-enabled workspaces simpler to deploy

HPE and Citrix team up to make hybrid cloud-enabled workspaces simpler to deploy

A discussion on how hyperconverged infrastructure and virtual desktop infrastructure are combining to make one of the more traditionally challenging workloads far easier to deploy, optimize, and operate.

Citrix and HPE team to bring simplicity to the hybrid core-cloud-edge architecture

Citrix and HPE team to bring simplicity to the hybrid core-cloud-edge architecture

A discussion on how Citrix and Hewlett Packard Enterprise are aligned to bring new capabilities to the coalescing architectures around data center core, hybrid cloud, and edge computing.

New strategies emerge to stem the costly downside of complex cloud choices

New strategies emerge to stem the costly downside of complex cloud choices

A discussion on what causes haphazard cloud use, and how new tools, processes, and methods are bringing actionable analysis to regain control over hybrid IT sprawl.

Huge waste in public cloud spend sets stage for next wave of total cloud governance solutions, says 451's Fellows

Huge waste in public cloud spend sets stage for next wave of total cloud governance solutions, says 451's Fellows

A discussion on how IT leaders face an increasingly complex mix of identifying and automating for both best performance and best price points across all of their cloud options.

How HudsonAlpha transforms hybrid cloud complexity into an IT force multiplier

The next BriefingsDirect hybrid IT management success story examines how the nonprofit research institute HudsonAlpha improves how it harnesses and leverages a spectrum of IT deployment environments.

We’ll now learn how HudsonAlpha has been testing a new Hewlett Packard Enterprise (HPE) solution, OneSphere, to gain a common and simplified management interface to rule them all.

Listen to the podcastFind it on iTunes. Get the mobile app. Read a full transcript or download a copy.

Here to help explore the benefits of improved levels of multi-cloud visibility and process automation is Katreena Mullican, Senior Architect and Cloud Whisperer at HudsonAlpha Institute for Biotechnology in Huntsville, Alabama. The discussion is moderated by Dana Gardner, principal analyst at Interarbor Solutions.

Here are some excerpts:

Gardner: What’s driving the need to solve hybrid IT complexity at HudsonAlpha?

Mullican: The big drivers at HudsonAlpha are the requirements for data locality and ease-of-adoption. We produce about 6 petabytes of new data every year, and that rate is increasing with every project that we do.

Mullican

Mullican

We support hundreds of research programs with data and trend analysis. Our infrastructure requires quickly iterating to identify the approaches that are both cost-effective and the best fit for the needs of our users.

Gardner: Do you find that having multiple types of IT platforms, environments, and architectures creates a level of complexity that’s increasingly difficult to manage?

Mullican: Gaining a competitive edge requires adopting new approaches to hybrid IT. Even carefully contained shadow IT is a great way to develop new approaches and attain breakthroughs.

Gardner: You want to give people enough leash where they can go and roam and experiment, but perhaps not so much that you don’t know where they are, what they are doing.

Software-defined everything 

Mullican: Right. “Software-defined everything” is our mantra. That’s what we aim to do at HudsonAlpha for gaining rapid innovation.

Gardner: How do you gain balance from too hard-to-manage complexity, with a potential of chaos, to the point where you can harness and optimize -- yet allow for experimentation, too?

Mullican: IT is ultimately responsible for the security and the up-time of the infrastructure. So it’s important to have a good framework on which the developers and the researchers can compute. It’s about finding a balance between letting them have provisioning access to those resources versus being able to keep an eye on what they are doing. And not only from a usage perspective, but from a cost perspective, too.

Simplified 

Hybrid Cloud

Management

Gardner: Tell us about HudsonAlpha and its fairly extreme IT requirements.

Mullican: HudsonAlpha is a nonprofit organization of entrepreneurs, scientists, and educators who apply the benefits of genomics to everyday life. We also provide IT services and support for about 40 affiliate companies on our 150-acre campus in Huntsville, Alabama.

Gardner: What about the IT requirements? How you fulfill that mandate using technology?

Mullican: We produce 6 petabytes of new data every year. We have millions of hours of compute processing time running on our infrastructure. We have hardware acceleration. We have direct connections to clouds. We have collaboration for our researchers that extends throughout the world to external organizations. We use containers, and we use multiple cloud providers. 

Gardner: So you have been doing multi-cloud before there was even a word for multi-cloud?

Mullican: We are the hybrid-scale and hybrid IT organization that no one has ever heard of.

Gardner: Let’s unpack some of the hurdles you need to overcome to keep all of your scientists and researchers happy. How do you avoid lock-in? How do you keep it so that you can remain open and competitive?

Agnostic arrangements of clouds

Mullican: It’s important for us to keep our local datacenters agnostic, as well as our private and public clouds. So we strive to communicate with all of our resources through application programming interfaces (APIs), and we use open-source technologies at HudsonAlpha. We are proud of that. Yet there are a lot of possibilities for arranging all of those pieces.

There are a lot [of services] that you can combine with the right toolsets, not only in your local datacenter but also in the clouds. If you put in the effort to write the code with that in mind -- so you don’t lock into any one solution necessarily -- then you can optimize and put everything together.

Gardner: Because you are a nonprofit institute, you often seek grants. But those grants can come with unique requirements, even IT use benefits and cloud choice considerations.

Cloud cost control, granted

Mullican: Right. Researchers are applying for grants throughout the year, and now with the National Institutes of Health (NIH), when grants are awarded, they come with community cloud credits, which is an exciting idea for the researchers. It means they can immediately begin consuming resources in the cloud -- from storage to compute -- and that cost is covered by the grant.

So they are anxious to get started on that, which brings challenges to IT. We certainly don’t want to be the holdup for that innovation. We want the projects to progress as rapidly as possible. At the same time, we need to be aware of what is happening in a cloud and not lose control over usage and cost.

Simplified 

Hybrid Cloud

Management

Gardner: Certainly HudsonAlpha is an extreme test bed for multi-cloud management, with lots of different systems, changing requirements, and the need to provide the flexibility to innovate to your clientele. When you wanted a better management capability, to gain an overview into that full hybrid IT environment, how did you come together with HPE and test what they are doing?

Variety is the spice of IT

Mullican: We’ve invested in composable infrastructure and hyperconverged infrastructure (HCI) in our datacenter, as well as blade server technology. We have a wide variety of compute, networking, and storage resources available to us.

The key is: How do we rapidly provision those resources in an automated fashion? I think the key there is not only for IT to be aware of those resources, but for developers to be as well. We have groups of developers dealing with bioinformatics at HudsonAlpha. They can benefit from all of the different types of infrastructure in our datacenter. What HPE OneSphere does is enable them to access -- through a common API -- that infrastructure. So it’s very exciting.

Gardner: What did HPE OneSphere bring to the table for you in order to be able to rationalize, visualize, and even prioritize this very large mixture of hybrid IT assets?

Mullican: We have been beta testing HPE OneSphere since October 2017, and we have tied it into our VMware ESX Server environment, as well as our Amazon Web Services (AWS) environment successfully -- and that’s at an IT level. So our next step is to give that to researchers as a single pane of glass where they can go and provision the resources themselves.

Gardner: What this might capability bring to you and your organization?

Cross-training the clouds

Mullican: We want to do more with cross-cloud. Right now we are very adept at provisioning within our datacenters, provisioning within each individual cloud. HudsonAlpha has a presence in all the major public clouds -- AWSGoogleMicrosoft Azure. But the next step would be to go cross-cloud, to provision applications across them all.

For example, you might have an application that runs as a series of microservices. So you can have one microservice take advantage of your on-premises datacenter, such as for local storage. And then another piece could take advantage of object storage in the cloud. And even another piece could be in another separate public cloud.

But the key here is that our developer and researchers -- the end users of OneSphere – they don’t need to know all of the specifics of provisioning in each of those environments. That is not a level of expertise in their wheelhouse. In this new OneSphere way, all they know is that they are provisioning the application in the pipeline -- and that’s what the researchers will use. Then it’s up to us in IT to come along and keep an eye on what they are doing through the analytics that HPE OneSphere provides.

Gardner: Because OneSphere gives you the visibility to see what the end users are doing, potentially, for cost optimization and remaining competitive, you may be able to play one cloud off another. You may even be able to automate and orchestrate that.

Simplified 

Hybrid Cloud

Management

Mullican: Right, and that will be an ongoing effort to always optimize cost -- but not at the risk of slowing the research. We want the research to happen, and to innovate as quickly as possible. We don’t want to be the holdup for that. But we definitely do need to loop back around and keep an eye on how the different clouds are being used and make decisions going forward based on the analytics.

Gardner: There may be other organizations that are going to be more cost-focused, and they will probably want to dial back to get the best deals. It’s nice that we have the flexibility to choose an algorithmic approach to business, if you will.

Mullican: Right. The research that we do at HudsonAlpha saves lives and the utmost importance is to be able to conduct that research at the fastest speed.

Gardner: HPE OneSphere seems geared toward being cloud-agnostic. They are beginning on AWS, yet they are going to be adding more clouds. And they are supporting more internal private cloud infrastructures, and using an API-driven approach to microservices and containers.

The research that we do at HudsonAlpha saves lives, and the utmost importance is to be able to conduct the research at the fastest speed.

As an early tester, and someone who has been a long-time user of HPE infrastructure, is there anything about the combination of HPE SynergyHPE SimpliVity HCI, and HPE 3PAR intelligent storage -- in conjunction with OneSphere -- that’s given you a "whole greater than the sum of the parts" effect?

Mullican: HPE Synergy and composable infrastructure is something that is very near and dear to me. I have a lot of hours invested with HPE Synergy Image Streamer and customizing open-source applications on Image Streamer -– open-source operating systems and applications.

The ability to utilize that in the mix that I have architected natively with OneSphere -- in addition to the public clouds -- is very powerful, and I am excited to see where that goes.

Gardner: Any words of wisdom to others who may be have not yet gone down this road? What do you advise others to consider as they are seeking to better compose, automate, and optimize their infrastructure? 

Get adept at DevOps

Mullican: It needs to start with IT. IT needs to take on more of a DevOps approach.

As far as putting an emphasis on automation -- and being able to provision infrastructure in the datacenter and the cloud through automated APIs -- a lot of companies probably are still slow to adopt that. They are still provisioning in older methods, and I think it’s important that they do that. But then, once your IT department is adept with DevOps, your developers can begin feeding from that and using what IT has laid down as a foundation. So it needs to start with IT.

It involves a skill set change for some of the traditional system administrators and network administrators. But now, with software-defined networking (SDN) and with automated deployments and provisioning of resources -- that’s a skill set that IT really needs to step up and master. That’s because they are going to need to set the example for the developers who are going to come along and be able to then use those same tools.

That’s the partnership that companies really need to foster -- and it’s between IT and developers. And something like HPE OneSphere is a good fit for that, because it provides a unified API.

On one hand, your IT department can be busy mastering how to communicate with their infrastructure through that tool. And at the same time, they can be refactoring applications as microservices, and that’s up to the developer teams. So both can be working on all of this at the same time.

Then when it all comes together with a service catalog of options, in the end it’s just a simple interface. That’s what we want, to provide a simple interface for the researchers. They don’t have to think about all the work that went into the infrastructure, they are just choosing the proper workflow and pipeline for future projects.

We want to provide a simple interface to the researchers. They don't have to think about all the work that went into the infrastructure.

Gardner: It also sounds, Katreena, like you are able to elevate IT to a solutions-level abstraction, and that OneSphere is an accelerant to elevating IT. At the same time, OneSphere is an accelerant to the adoption of DevOps, which means it’s also elevating the developers. So are we really finally bringing people to that higher plane of business-focus and digital transformation?

HCI advances across the globe

Mullican: Yes. HPE OneSphere is an advantage to both of those departments, which in some companies can be still quite disparate. Now at HudsonAlpha, we are DevOps in IT. It’s not a distinguished department, but in some companies that’s not the case.

And I think we have a lot of advantages because we think in terms of automation, and we think in terms of APIs from the infrastructure standpoint. And the tools that we have invested in, the types of composable and hyperconverged infrastructure, are helping accomplish that.

Gardner: I speak with a number of organizations that are global, and they have some data sovereignty concerns. I’d like to explore, before we close out, how OneSphere also might be powerful in helping to decide where data sets reside in different clouds, private and public, for various regulatory reasons.

Is there something about having that visibility into hybrid IT that extends into hybrid data environments?

Mullican: Data locality is one of our driving factors in IT, and we do have on-premises storage as well as cloud storage. There is a time and a place for both of those, and they do not always mix, but we have requirements for our data to be available worldwide for collaboration.

So, the services that HPE OneSphere makes available are designed to use the appropriate data connections, whether that would be back to your object storage on-premises, or AWS Simple Storage Service (S3), for example, in the cloud.

Simplified 

Hybrid Cloud

Management

Gardner: Now we can think of HPE OneSphere as also elevating data scientists -- and even the people in charge of governance, risk management, and compliance (GRC) around adhering to regulations. It seems like it’s a gift that keeps giving.

Hybrid hard work pays off

Mullican: It is a good fit for hybrid IT and what we do at HudsonAlpha. It’s a natural addition to all of the preparation work that we have done in IT around automated provisioning with HPE Synergy and Image Streamer.

HPE OneSphere is a way to showcase to the end user all of the efforts that have been, and are being, done by IT. That’s why it’s a satisfying tool to implement, because, in the end, you want what you have worked on so hard to be available to the researchers and be put to use easily and quickly.

Listen to the podcastFind it on iTunes. Get the mobile app. Read a full transcript or download a copy. Sponsor: Hewlett Packard Enterprise.

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Ericsson and HPE accelerate digital transformation via customizable mobile business infrastructure stacks

The next BriefingsDirect agile data center architecture interview explores how an Ericsson and Hewlett Packard Enterprise (HPE) partnership establishes a mobile telecommunications stack that accelerates data services adoption in rapidly advancing economies. 

Listen to the podcastFind it on iTunes. Get the mobile app. Read a full transcript or download a copy. 

We’ll now learn how this mobile business support infrastructure possesses a low-maintenance common core -- yet remains easily customizable for regional deployments just about anywhere. 

Here to help us define the unique challenges of enabling mobile telecommunications operators in countries such as Bangladesh and Uzbekistan, we are joined by Mario Agati, Program Director at Ericsson, based in Amsterdam, and Chris James-Killer, Sales Director for HPE. The interview is conducted by Dana Gardner, Principal Analyst at Interarbor Solutions

Here are some excerpts:

Gardner: What are the unique challenges that mobile telecommunications operators face when they go to countries like Bangladesh?

Agati

Agati

Agati: First of all, these are countries with a very low level of revenue per user (RPU). That means for them cost efficiency is a must. All of the solutions that are going to be implemented in those countries should be, as much as possible, focused on cost efficiency, reusability, and industrialization. That’s one of the main reasons for this program. We are addressing those types of needs -- of high-level industrialization and reusability across countries where cost-efficiency is king.

Gardner: In such markets, the technology needs to be as integrated as possible because some skill sets can be hard to come by. What are some of the stack requirements from the infrastructure side to make it less complex?

James-Killer: These can be very challenging countries, and it’s key to do the pre-work as systematically as you can. So, we work very closely with the architects at Ericsson to ensure that we have something that’s repeatable, that’s standardized and delivers a platform that can be rolled out readily in these locations. 

Even countries such as Algeria are very difficult to get goods into, and so we have to work with customs, we have to work with goods transfer people; we have to work on local currency issues. It’s a big deal.

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HPE and Ericsson Alliance

Gardner: In a partnership like this between such major organizations as Ericsson and HPE, how do you fit together? Who does what in this partnership?

Agati: At Ericsson, we are the prime integrator responsible for running the overall digital transformation. This is for a global operator that is presently in multiple countries. It shows the complexity of such deals.

We are responsible for delivering a new, fully digital business support system (BSS). This is core for all of the telco services. It includes all of the business management solutions -- from the customer-facing front end, to billing, to charging, and the services provisioning.

In order to cope with this level of complexity, we at Ericsson rely on a number of partners that are helping us where we don’t have our own solutions. And, in this case, HPE is our selected partner for all of the infrastructure components. That’s how the partnership was born.

Gardner: From the HPE side, what are the challenges in bringing a data center environment to far-flung parts of the world? Is this something that you can do on a regional basis, with a single data center architecture, or do you have to be discrete to each market?

Your country, your data center

James-Killer: It is more bespoke than we would like. It’s not as easy as just sending one standard shipping container to each country. Each country has its own dynamic, its own specific users. 

The other item worth mentioning is that each country needs its own data center environment. We can’t share them across countries, even if the countries are right next to each other, because there are laws that dictate this separation in the telecommunications world. 

James-Killer

James-Killer

So there are unique attributes for each country. We work with Ericsson very closely to make sure that we remove as many itemized things as we can. Obviously, we have the technology platform standardized. And then we work out what’s additionally required in each country. Some countries require more of something and some countries require less. We make sure it’s all done ahead of time. Then it comes down to efficient and timely shipping, and working with local partners for installation.

Gardner: What is the actual architecture in terms of products? Is this heavily hyper-converged infrastructure (HCI)-oriented, and software-defined? What are the key ingredients that allow you to meet your requirements?

James-Killer: The next iterations of this will become a lot more advanced. It will leverage a composable infrastructure approach to standardize resources and ensure they are available to support required workloads. This will reduce overall cost, reduce complexity, and make the infrastructure more adaptable to the end customers’ business needs and how they change over time. Our HPE Synergy solution is a critical component of this infrastructure foundation. 

At the moment we have to rely on what’s been standardized as a platform for supporting this BSS portfolio.

This platform has been established for years and years. So it is not necessarily on the latest technology ... but it's a good, standardized, virtualized environment to run this all in a failsafe way.

We have worked with Ericsson for a long time on this. This platform has been established for years and years. So it is not necessarily on the latest technology; the latest is being tested right now. For example, the Ericsson Karlskrona BSS team in Sweden is currently testing HPE Synergy. But, as we speak, the current platform is HPE Gen9 so it’s ProLiant Servers. HPE Aruba is involved; a lot of heavy-duty storage is involved as well. 

But it’s a good, standardized, virtualized environment to run this all in a failsafe way. That’s really the most critical thing. Instead of being the most advanced, we just know that it will work. And Ericsson needs to know that it will work because this platform is critical to the end-users and how they operate within each country.

Gardner: These so-called IT frontiers countries -- in such areas as Southeast Asia, Oceania, the Middle East, Eastern Europe, and the Indian subcontinent -- have a high stake in the success of mobile telecommunications. They want their economies to grow. Having a strong mobile communications and data communications infrastructure is essential to that. How do we ensure the agility and speed? How are you working together to make this happen fast?

Architect globally, customize locally

Agati: This comes back to the industrialization aspect. By being able to define a group-wide solution that is replicable in each of these countries, you are automatically providing a de facto solution in countries where it would be very difficult to develop locally. They obtain a complex, state-of-the-art core telco BSS solution. Thanks to this group initiative, we are able to define a strong set of capabilities and functions, an architecture that is common to all of the countries. 

That becomes a big accelerator because the solution comes pre-integrated, pre-defined, and is just ready to be customized for whatever remains to be done locally. There are always aspects of the regulations that need to be taken care of locally. But you can start from a predefined asset that is already covering some 80 percent of your needs.

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HPE and Ericsson Alliance

In a relatively short time, in those countries, they obtain a state-of-the-art, brand-new, digital BSS solution that otherwise would have required a local and heavy transformation program -- with all of the complexity and disadvantages of that.

Gardner:And there’s a strong economic incentive to keep the total cost of IT for these BSS deployments at a low percentage of the carriers’ revenue. 

Shared risk, shared reward

Agati: Yes. The whole idea of the digital transformation is to address different types of needs from the operator’s perspective. Cost efficiency is probably the biggest driver because it’s the one where the shareholders immediately recognize the value. There are other rationales for digital transformation, such as relating to the flexibility in the offering of new services and of embracing new business models related to improved customer experiences. 

On the topic of cost efficiency, we have created with a global operator an innovative revenue-share deal. From our side, we commit to providing them a solution that enables them a certain level of operational cost reduction. 

The current industry average cost of IT is 5 to 6 percent of total mobile carrier revenue. Now, thanks to the efficiency that we are creating from the industrialization and re-use across the entire operator’s group, we are committed to bringing the operational cost down to the level of around 2 percent. In exchange, we will receive a certain percentage of the operator’s revenue back. 

That is for us, of course, a bold move. I need to say this clearly, because we are betting on our capability of not only providing a simple solution, but on also providing actual shareholder value, because that's the game we are actually playing in now.

It's a real quality of life issue ... These people need to be connected and haven't been connected before.

We are risking our own money on it at the end of the game. So that's what makes the big difference in this deal against any other deal that I have seen in my career -- and in any other deal that I have seen in this industry. There is probably no one that is really taking on such a huge challenge.

Gardner: It's very interesting that we are seeing shared risks, but then also shared rewards. It's a whole different way of being in an ecosystem, being in a partnership, and investing in big-stakes infrastructure projects.

Agati: Yes. 

Gardner: There has been recent activity for your solutions in Bangladesh. Can you describe what's been happening there, and why that is illustrative of the value from this approach?

Bangladesh blueprint

Agati:Bangladesh is one of the countries in the pipeline, but it is not yet one of the most active. We are still working on the first implementation of this new stack. That will be the one that will set the parameters and become the template for all the others to come. 

The logic of the transformation program is to identify a good market where we can challenge ourselves and deliver the first complete solution, and then reuse that solution for all of the others. This is what is happening now; we’re in the advanced stages of this pilot project.

Gardner: Yes, thank you. I was more referring to Bangladesh as an example of how unique and different each market can be. In this case, people often don't have personal identification; therefore, one needs to use a fingerprint biometric approach in the street to sell a SIM to get them up and running, for example. Any insight on that, Chris?

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HPE and Ericsson Alliance

James-Killer: It speaks to the importance of the work that Ericsson is doing in these countries. We have seen in Africa and in parts of the Middle East how important telecommunications is to an individual. It's a real quality of life issue. We take it for granted in Sweden; we certainly take advantage of it in my home country of Australia. But in some of these countries you are actually making a genuine difference.

These people need to be connected and haven’t been connected before. And you can see what has happened politically when the people have been exposed to this kind of technology. So it's admirable, I believe, what Ericsson is doing, particularly commercially, and the way that they are doing it. 

It also speaks to Ericsson's success and the continued excitement around LTE and 4G in these markets; not actually 5G yet. When you visit Ericsson's website or go to Ericsson’s shows, there's a lot of talk about autonomous vehicles and working with Volvo and working with Scania, and the potential of 5G for smart cities initiatives. But some of the best work that Ericsson does is in building out the 4G networks in some of these frontier countries.

Agati: If I can add one thing. You mentioned how specific requirements are coming from such countries as Bangladesh, where we have the specific issue related to identity management. This is one of the big challenges we are now facing, of gaining the proper balance between coping with different local needs, such as different regulations, different habits, different cultures -- but at the same time also industrializing the means, making them repeatable and making that as simple as possible and as consistent as possible across all of these countries. 

There is a continuous battle between the attempts to simplify and the reality check on what does not always allow simplification and industrialization. That is the daily battle that we are waging: What do you need and what don’t you need. Asking, “What is the business value behind a specific capability? What is the reasoning behind why you really need this instead of that?”

We at Ericsson want to be the champion of simplicity and this project is the cornerstone of going in that direction.

At the end of the game, this is the bet that we are making together with our customers -- that there is a path to where you can actually find the right way to simplification. Ericsson has recently been launching our new brand and it is about this quest for making it easier. That's exactly our challenge. We want to be the champion of simplicity and this project is the cornerstone of going in that direction.

Gardner: And only a global integrator with many years of experience in many markets can attain that proper combination of simplicity and customization.

Agati: Yes.

Listen to the podcastFind it on iTunes. Get the mobile app. Read a full transcript or download a copy. Sponsor: Hewlett Packard Enterprise.

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A tale of two hospitals—How healthcare economics in Belgium hastens need for new IT buying schemes

The next BriefingsDirect data center financing agility interview explores how two Belgian hospitals are adjusting to dynamic healthcare economics to better compete and cooperate.

We will now explore how a regional hospital seeking efficiency -- and a teaching hospital seeking performance -- are meeting their unique requirements thanks to modern IT architectures and innovative IT buying methods

Listen to the podcast. Find it on iTunes. Get the mobile app. Read a full transcript or download a copy.

Here to help us understand the multilevel benefits of the new economics of composable infrastructure and software defined data center (SDDC) in the fast-changing healthcare field are Filip Hens, Infrastructure Manager at UZA Hospital in Antwerp, and Kim Buts, Infrastructure Manager at Imelda Hospital in Bonheiden, both in Belgium.The discussion is moderated by Dana Gardner, Principal Analyst at Interarbor Solutions.

How VMware, HPE, and Telefonica together bring managed cloud services to a global audience

The next BriefingsDirect Voice of the Customer optimized cloud design interview explores how a triumvirate of VMware, Hewlett Packard Enterprise (HPE), and Telefonica together bring managed cloud services to global audiences. 

Listen to the podcast. Find it on iTunes. Get the mobile app. Read a full transcript or download a copy. 

Learn how Telefonica’s vision for delivering flexible cloud services capabilities to Latin American and European markets has proven so successful. Here to explain how they developed the right recipe for rapid delivery of agile Infrastructure-as-a-Services (IaaS) deployments is Joe Baguley, Vice President and CTO of VMware EMEA, and Antonio Oriol Barat, Head of Cloud IT Infrastructure Services at Telefonica. The interview is moderated by Dana Gardner, principal analyst at Interarbor Solutions.

Here are some excerpts:

Gardner: What challenges are mobile and telecom operators now facing as they transition to becoming managed service providers?

Oriol Barat: The main challenge we face at this moment is to help customers navigate in a multi-cloud environment. We now have local platforms, some legacy, some virtualized platforms, hyperscale public cloud providers, and data communications networks. We want to help our customers manage these in a secure way.

Gardner: How have your cloud services evolved? How have partnerships allowed you to enter new markets to quickly provide services?

Oriol Barat

Oriol Barat

Oriol Barat: We have had to transition from being a hosting provider with data centers in many countries. Our movement to cloud was a natural evolution of those hosting services. As a telecommunications company (telco), our main business is shared networks, and the network is a shared asset between many customers. So when we thought about the hosting business, we similarly wanted to be able to have shared assets. VMware, with its virtualization technology, came as a natural partner to help us evolve our hosting services.

Gardner: Joe, it’s as if you designed the VMware stack with customers such as Telefonica in mind.

Baguley: You could say that, yes. The vision has always been for us at VMware to develop what was originally called the software-defined data center (SDDC). Now, with multi-cloud, for me, it’s an operating system (OS) for clouds.

Baguley

Baguley

We’re bringing together storage, networking and compute into one OS that can run both on-premises and off-premises. You could be running on-premises the same OS as someone like Telefonica is running for their public cloud -- meaning that you have a common operating environment, a common infrastructure.

So, yes, entirely, it was built as part of this vision that everyone runs this OS to build his or her clouds.

Gardner: To have a core, common infrastructure -- yet have the ability to adapt on top of that for localized markets -- is the best of all worlds.

Baguley: That’s entirely it. Like someone said, “If all of the clouds are running the same OS, what’s the differentiation?” Well, the differentiation is, you want to go with the biggest player in Latin America. You want to go with the player that has the best direct connections: The guys that can give you service levels maybe that the cloud providers can’t give. They can give you over-the-top services that other cloud providers don’t provide. They can give you an integrated solution for your business that includes the cloud -- and other enterprise services.

It’s about providing the tools for cloud providers to build differentiated powerful clouds for their customers.

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Gardner: Antonio, please, for those of our listeners and readers that aren’t that familiar with Telefonica, tell us about the breadth and depth of your company.

Oriol Barat: Telefonica is one of the top 10 global telco providers in the world. We are in 21 countries. We have fixed and mobile data services, and now we are in the process of digital transformation, where we have our focus in four areas: cloud, security, Internet of Things (IoT), and big data.

We used to think that our core business was in communications. Now we see what we call a new core of our business at the intersection of data communications, cloud, and security. We think this is really the foundation, the platform, of all the services that come on top.

Gardner: And, of course, we would all like to start with brand-new infrastructure when we enter markets. But as you know, we have to deal with what is already in place, too. When it came time for you to come up with the right combination of vendors, the right combination of technologies, to produce your new managed services capabilities, why did you choose HPE and VMware to create this full solution?

Sharing requires trust

Oriol Barat: VMware was our natural choice with its virtualization technologies to start providing shared IT platforms -- even before cloud, as a word, was invented. We launched “virtual hosting” in 2007. That was 10 years ago, and since then we have been evolving from this virtual hosting that had no portal but was a shared platform for customers, to the cloud services that we have today.

The hardware part is important; we have to have reliable and powerful technology. For us, it’s very important to provide trust to the customers. Trust, because what they are running in their data centers is similar to what we have in our data centers. Having VMware and HPE as partners provides this trust to the customers so that they will move the applications, and they know it will work fine.

Gardner: HPE is very fond of its Synergy platform, with composable infrastructure. How did that help you and VMware pull together the full solution for Telefonica, Joe?

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Baguley: We have been on this journey together, as Antonio mentioned, since 2007 -- since before cloud was a thing. We don’t have a test environment that’s as big as Telefonica’s production environment -- and neither does HPE. What we have been doing is working together -- and like any of these journeys, there have been missteps along the way. We stumbled occasionally, but it’s been good to work together as a partnership.

As we have grown, we have also both understood how the requirements of the market are changing and evolving. Ten years ago providing a combined cloud platform on a composable infrastructure was unheard of -- and people wouldn’t believe you could do it. But that’s what we have evolved together, with the work that we have done with companies such as Telefonica.

The need for something like HPE Synergy and the Gen10 stack -- where there are these very configurable stacks that you can put together -- has literally grown out of the work that we have done together, along with what we have done in our management stack, with the networking, compute, and storage.

Gardner: The combination of composable infrastructure and SDDC makes for a pretty strong tag team.

Baguley: Yes, definitely. It gives you that flexibility and the agility that a cloud provider needs to then meet the agility requirements of their customers, definitely.

Gardner: When it comes to bringing more end users into the clouds for your managed services providers, one of the important things is for end users to move into that cloud with as much ease as possible. Because VMware is a de facto standard in many markets with its vSphere Hypervisor, how does that help you, being a VMware stack, create that ease of joining these clouds?

Seamless migrations

Oriol Barat: Having the same technology in the customer data center and in our cloud makes things a lot easier. In the first place, in terms of confidence, the customer can be confident that it’s going to work well when it is in place. The other thing is that VMware is providing us with the tools that make these migrations easier.

Baguley: At VMworld 2017, we announced VMware Hybrid Cloud Extension (HCX), which is our hybrid cloud connector. It allows customers to locally install software that connects at a Layer 2 [network] level, as well as right back to vSphere 5.0 in clouds. Those clouds now are IBM and VMware cloud native, but we are extending it to other service providers like Telefonica in 2018.

The important thing here is by going down this road, people can take some of the fear out of going to the cloud.

So a customer can truly feel that their connecting and migrations will be seamless. Things like vSphere vMotion across that gap are going to be possible, too. I think the important thing here is by going down this road, people can take some of the fear out of going to the cloud, because some of the fear is about getting locked in: “I am going to make decisions that I will regret in two years by converting my virtual machines (VMs) to run on another platform.” Right here, there isn’t that fear, there is just more choice, and Telefonica is very much part of that story of choice.

Gardner: It sounds like you have made things attractive for managed service providers in many markets. For example, they gain ease of migration from enterprises into the provider’s cloud. In the case of Telefonica, users gain support, services and integration, knowing that the venerable vendors like VMware and HPE are behind the underlying services.

Do you have any examples where you have been able to bring this total solution to a typical managed service provider account? How has it worked out for them?

Everyone’s doing it

Oriol Barat: We have use cases in all the vertical industries. Because cloud is a horizontal technology, it’s the foundation of everything. I would say that all companies of all verticals are in this process of transformation.

We have a lot of customers in retail that are moving their platforms to cloud. We have had, for example, US companies coming to Europe and deploying their SAP systems on top of our platforms.

For example in Spain, we have a very strong tourism industry with a lot of hotel chains that are also using our cloud services for their reservation systems and for more of their IT.

We have use cases in healthcare, of companies moving their medical systems to our clouds.

We have use cases of software vendors that are growing software-as-a-service (SaaS) businesses and they need a flexible platform that can grow as their businesses grow.

A lot of people are using these platforms as disaster recovery (DR) for the platforms that they have on-premises.

I would say that all verticals are into this transformation.

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Gardner: It’s interesting, you mentioned being able to gain global reach from a specific home economy by putting data centers in place with a managed service provider model.

It’s also important for data sovereignty and compliance and General Data Protection Regulation (GDPR) and other issues for that to happen. It sounds like a very good market opportunity.

And that brings us to the last part of our discussion. What happens next? When we have proven technology in place, and we have cloud adoption, where would you like to be in 12 months?

Gaining the edge

Baguley: There has been a lot of talk at recent events, like HPE Discover, about intelligent edge developments. We are doing a lot at the edge, too. When you look at telcos, the edge is going to become something quite interesting.

What we are talking about is taking that same blend of storage, networking and compute, and running it on as small a device as possible. So think micro data centers, nano data centers. How far out can we push this cloud? How much can we distribute this cloud? How close to the point of need can we get our customers to execute their workloads, to do their artificial intelligence (AI), to do their data gathering, et cetera?

And working in partnership with someone who has a fantastic cloud and a fantastic network just means that a customer who is looking to build some kind of distributed edge-to-cloud core capability is something that Telefonica and VMware could probably do over the next 12 months. That could be really, really strong.

Gardner: Antonio?

Oriol Barat: In this transformation that all the enterprises are in, maybe we are in the 20 percent of execution range. So we still have 80 percent of the transformation ahead of us. The potential is huge.

Looking ahead with our services, for example, it’s very important that the network is also in transformation, leveraging the software-defined networking (SDN) technologies. These networks are going to be more flexible. We think that we are in a good position to put together cloud services with such network services -- with security, also with more software-defined capabilities, and create really flexible solutions for our customers.

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Baguley: One example that I would like to add is if you can imagine that maybe Real Madrid C.F. are playing at home next weekend ... It’s theoretical that Telefonica could have the bottom of those network base stations -- because of VMware Network Functions Virtualization (NFV), it’s no longer specific base station hardware, it’s x86 HPE servers in there. They can maybe turn around to a betting company and say, “Would you like to move your front-end web servers with running containers to run in the base station, in Real Madrid’s stadium, for the four hours in the afternoon of that match?” And suddenly they are the best performing website.

That’s the kind of out-there transformative ideas that are now possible due to new application infrastructures, new cloud infrastructures, edge, and technologies like the network all coming together. So those are the kind of things you are going to see from this kind of solutions approach going forward.

Listen to the podcast. Find it on iTunes. Get the mobile app. Read a full transcript or download a copy. Sponsor: Hewlett Packard Enterprise.

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Inside story on HPC's role in the Bridges Research Project at Pittsburgh Supercomputing Center

The next BriefingsDirect Voice of the Customer high-performance computing (HPC) success story interview examines how Pittsburgh Supercomputing Center (PSC) has developed a research computing capability, Bridges, and how that's providing new levels of analytics, insights, and efficiencies.

We'll now learn how advances in IT infrastructure and memory-driven architectures are combining to meet the new requirements for artificial intelligence (AI), big data analytics, and deep machine learning.

How modern storage provides hints on optimizing and best managing hybrid IT and multi-cloud resources

The next BriefingsDirect Voice of the Analyst interview examines the growing need for proper rationalizing of which apps, workloads, services and data should go where across a hybrid IT continuum.

Managing hybrid IT necessitates not only a choice between public cloud and private cloud, but a more granular approach to picking and choosing which assets go where based on performance, costs, compliance, and business agility.

Listen to the podcast. Find it on iTunes. Get the mobile app. Read a full transcript or download a copy.

Here to report on how to begin to better assess what IT variables should be managed and thoughtfully applied to any cloud model is Mark Peters, Practice Director and Senior Analyst at Enterprise Strategy Group (ESG). The discussion is moderated by Dana Gardner, principal analyst at Interarbor Solutions.

Here are some excerpts:

Gardner: Now that cloud adoption is gaining steam, it may be time to step back and assess what works and what doesn’t. In past IT adoption patterns, we’ve seen a rapid embrace that sometimes ends with at least a temporary hangover. Sometimes, it’s complexity or runaway or unmanaged costs, or even usage patterns that can’t be controlled. Mark, is it too soon to begin assessing best practices in identifying ways to hedge against any ill effects from runaway adoption of cloud? 

Peters: The short answer, Dana, is no. It’s not that the IT world is that different. It’s just that we have more and different tools. And that is really what hybrid comes down to -- available tools.

Peters

Peters

It’s not that those tools themselves demand a new way of doing things. They offer the opportunity to continue to think about what you want. But if I have one repeated statement as we go through this, it will be that it’s not about focusing on the tools, it’s about focusing on what you’re trying to get done. You just happen to have more and different tools now.

Gardner: We hear sometimes that at as high as board of director levels, they are telling people to go cloud-first, or just dump IT all together. That strikes me as an overreaction. If we’re looking at tools and to what they do best, is cloud so good that we can actually just go cloud-first or cloud-only?

Cloudy cloud adoption

Peters: Assuming you’re speaking about management by objectives (MBO), doing cloud or cloud-only because that’s what someone with a C-level title saw on a Microsoft cloud ad on TV and decided that is right, well -- that clouds everything.

You do see increasingly different people outside of IT becoming involved in the decision. When I say outside of IT, I mean outside of the operational side of IT.

You get other functions involved in making demands. And because the cloud can be so easy to consume, you see people just running off and deploying some software-as-a-service (SaaS) or infrastructure-as-a-service (IaaS) model because it looked easy to do, and they didn’t want to wait for the internal IT to make the change.

All of the research we do shows that the world is hybrid for as far ahead as we can see.

Running away from internal IT and on-premises IT is not going to be a good idea for most organizations -- at least for a considerable chunk of their workloads. All of the research we do shows that the world is hybrid for as far ahead as we can see. 

Gardner: I certainly agree with that. If it’s all then about a mix of things, how do I determine the correct mix? And if it’s a correct mix between just a public cloud and private cloud, how do I then properly adjust to considerations about applications as opposed to data, as opposed to bringing in microservices and Application Programming Interfaces (APIs) when they’re the best fit?

How do we begin to rationalize all of this better? Because I think we’ve gotten to the point where we need to gain some maturity in terms of the consumption of hybrid IT.

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Peters: I often talk about what I call the assumption gap. And the assumption gap is just that moment where we move from one side where it’s okay to have lots of questions about something, in this case, in IT. And then on the other side of this gap or chasm, to use a well-worn phrase, is where it’s not okay to ask anything because you’ll see you don’t know what you’re talking about. And that assumption gap seems to happen imperceptibly and very fast at some moment.

So, what is hybrid IT? I think we fall into the trap of allowing ourselves to believe that having some on-premises workloads and applications and some off-premises workloads and applications is hybrid IT. I do not think it is. It’s using a couple of tools for different things.

It’s like having a Prius and a big diesel and/or gas F-150 pickup truck in your garage and saying, “I have two hybrid vehicles.” No, you have one of each, or some of each. Just because someone has put an application or a backup off into the cloud, “Oh, yeah. Well, I’m hybrid.” No, you’re not really.

The cloud approach

The cloud is an approach. It’s not a thing per se. It’s another way. As I said earlier, it’s another tool that you have in the IT arsenal. So how do you start figuring what goes where?

I don’t think there are simple answers, because it would be just as sensible a question to say, “Well, what should go on flash or what should go on disk, or what should go on tape, or what should go on paper?” My point being, such decisions are situational to individual companies, to the stage of that company’s life, and to the budgets they have. And they’re not only situational -- they’re also dynamic.

I want to give a couple of examples because I think they will stick with people. Number one is you take something like email, a pretty popular application; everyone runs email. In some organizations, that is the crucial application. They cannot run without it. Probably, what you and I do would fall into that category. But there are other businesses where it’s far less important than the factory running or the delivery vans getting out on time. So, they could have different applications that are way more important than email.

When instant messaging (IM) first came out, Yahoo IM text came out, to be precise. They used to do the maintenance between 9 am and 5 pm because it was just a tool to chat to your friends with at night. And now you have businesses that rely on that. So, clearly, the ability to instant message and text between us is now crucial. The stock exchange in Chicago runs on it. IM is a very important tool.

The answer is not that you or I have the ability to tell any given company, “Well, x application should go onsite and Y application should go offsite or into a cloud,” because it will vary between businesses and vary across time.

If something is or becomes mission-critical or high-risk, it is more likely that you’ll want the feeling of security, I’m picking my words very carefully, of having it … onsite.

You have to figure out what you're trying to get done before you figure out what you're going to do with it.

But the extent to which full-production apps are being moved to the cloud is growing every day. That’s what our research shows us. The quick answer is you have to figure out what you’re trying to get done before you figure out what you’re going to do it with. 

Gardner: Before we go into learning more about how organizations can better know themselves and therefore understand the right mix, let’s learn more about you, Mark. 

Tell us about yourself, your organization at ESG. How long have you been an IT industry analyst? 

Peters: I grew up in my working life in the UK and then in Europe, working on the vendor side of IT. I grew up in storage, and I haven’t really escaped it. These days I run ESG’s infrastructure practice. The integration and the interoperability between the various elements of infrastructure have become more important than the individual components. I stayed on the vendor side for many years working in the UK, then in Europe, and now in Colorado. I joined ESG 10 years ago.

Lessons learned from storage

Gardner: It’s interesting that you mentioned storage, and the example of whether it should be flash or spinning media, or tape. It seems to me that maybe we can learn from what we’ve seen happen in a hybrid environment within storage and extrapolate to how that pertains to a larger IT hybrid undertaking.

Is there something about the way we’ve had to adjust to different types of storage -- and do that intelligently with the goals of performance, cost, and the business objectives in mind? I’ll give you a chance to perhaps go along with my analogy or shoot it down. Can we learn from what’s happened in storage and apply that to a larger hybrid IT model?

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Peters: The quick answer to your question is, absolutely, we can. Again, the cloud is a different approach. It is a very beguiling and useful business model, but it’s not a panacea. I really don’t believe it ever will become a panacea.

Now, that doesn’t mean to say it won’t grow. It is growing. It’s huge. It’s significant. You look at the recent announcements from the big cloud providers. They are at tens of billions of dollars in run rates.

But to your point, it should be viewed as part of a hierarchy, or a tiering, of IT. I don’t want to suggest that cloud sits at the bottom of some hierarchy or tiering. That’s not my intent. But it is another choice of another tool.

Let’s be very, very clear about this. There isn’t “a” cloud out there. People talk about the cloud as if it exists as one thing. It does not. Part of the reason hybrid IT is so challenging is you’re not just choosing between on-prem and the cloud, you’re choosing between on-prem and many clouds -- and you might want to have a multi-cloud approach as well. We see that increasingly.

What we should be looking for are not bright, shiny objects -- but bright, shiny outcomes.

Those various clouds have various attributes; some are better than others in different things. It is exactly parallel to what you were talking about in terms of which server you use, what storage you use, what speed you use for your networking. It’s exactly parallel to the decisions you should make about which cloud and to what extent you deploy to which cloud. In other words, all the things you said at the beginning: cost, risk, requirements, and performance.

People get so distracted by bright, shiny objects. Like they are the answer to everything. What we should be looking for are not bright, shiny objects -- but bright, shiny outcomes. That’s all we should be looking for.

Focus on the outcome that you want, and then you figure out how to get it. You should not be sitting down IT managers and saying, “How do I get to 50 percent of my data in the cloud?” I don’t think that’s a sensible approach to business. 

Gardner: Lessons learned in how to best utilize a hybrid storage environment, rationalizing that, bringing in more intelligence, software-defined, making the network through hyper-convergence more of a consideration than an afterthought -- all these illustrate where we’re going on a larger scale, or at a higher abstraction.

Going back to the idea that each organization is particular -- their specific business goals, their specific legacy and history of IT use, their specific way of using applications and pursuing business processes and fulfilling their obligations. How do you know in your organization enough to then begin rationalizing the choices? How do you make business choices and IT choices in conjunction? Have we lost sufficient visibility, given that there are so many different tools for doing IT?

Get down to specifics

Peters: The answer is yes. If you can’t see it, you don’t know about it. So to some degree, we are assuming that we don’t know everything that’s going on. But I think anecdotally what you propose is absolutely true.

I’ve beaten home the point about starting with the outcomes, not the tools that you use to achieve those outcomes. But how do you know what you’ve even got -- because it’s become so easy to consume in different ways? A lot of people talk about shadow IT. You have this sprawl of a different way of doing things. And so, this leads to two requirements.

Number one is gaining visibility. It’s a challenge with shadow IT because you have to know what’s in the shadows. You can’t, by definition, see into that, so that’s a tough thing to do. Even once you find out what’s going on, the second step is how do you gain control? Control -- not for control’s sake -- only by knowing all the things you were trying to do and how you’re trying to do them across an organization. And only then can you hope to optimize them.

You can't manage what you can't measure. You also can't improve things that can't be managed or measured.

Again, it’s an old, old adage. You can’t manage what you can’t measure. You also can’t improve things that can’t be managed or measured. And so, number one, you have to find out what’s in the shadows, what it is you’re trying to do. And this is assuming that you know what you are aiming toward.

This is the next battleground for sophisticated IT use and for vendors. It’s not a battleground for the users. It’s a choice for users -- but a battleground for vendors. They must find a way to help their customers manage everything, to control everything, and then to optimize everything. Because just doing the first and finding out what you have -- and finding out that you’re in a mess -- doesn’t help you.

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Visibility is not the same as solving. The point is not just finding out what you have – but of actually being able to do something about it. The level of complexity, the range of applications that most people are running these days, the extremely high levels of expectations both in the speed and flexibility and performance, and so on, mean that you cannot, even with visibility, fix things by hand.

You and I grew up in the era where a lot of things were done on whiteboards and Excel spreadsheets. That doesn’t cut it anymore. We have to find a way to manage what is automated. Manual management just will not cut it -- even if you know everything that you’re doing wrong. 

Gardner: Yes, I agree 100 percent that the automation -- in order to deal with the scale of complexity, the requirements for speed, the fact that you’re going to be dealing with workloads and IT assets that are off of your premises -- means you’re going to be doing this programmatically. Therefore, you’re in a better position to use automation.

I’d like to go back again to storage. When I first took a briefing with Nimble Storage, which is now a part of Hewlett Packard Enterprise (HPE), I was really impressed with the degree to which they used intelligence to solve the economic and performance problems of hybrid storage.

Given the fact that we can apply more intelligence nowadays -- that the cost of gathering and harnessing data, the speed at which it can be analyzed, the degree to which that analysis can be shared -- it’s all very fortuitous that just as we need greater visibility and that we have bigger problems to solve across hybrid IT, we also have some very powerful analysis tools.

Mark, is what worked for hybrid storage intelligence able to work for a hybrid IT intelligence? To what degree should we expect more and more, dare I say, artificial intelligence (AI) and machine learning to be brought to bear on this hybrid IT management problem?

Intelligent automation a must

Peters: I think it is a very straightforward and good parallel. Storage has become increasingly sophisticated. I’ve been in and around the storage business now for more than three decades. The joke has always been, I remember when a megabyte was a lot, let alone a gigabyte, a terabyte, and an exabyte.

And I’d go for a whole day class, when I was on the sales side of the business, just to learn something like dual parsing or about cache. It was so exciting 30 years ago. And yet, these days, it’s a bit like cars. I mean, you and I used to use a choke, or we’d have to really go and check everything on the car before we went on 100-mile journey. Now, we press the button and it better work in any temperature and at any speed. Now, we just demand so much from cars.

To stretch that analogy, I’m mixing cars and storage -- and we’ll make it all come together with hybrid IT in that it’s better to do things in an automated fashion. There’s always one person in every crowd I talk to who still believes that a stick shift is more economic and faster than an automatic transmission. It might be true for one in 1,000 people, and they probably drive cars for a living. But for most people, 99 percent of the people, 99.9 percent of the time, an automatic transmission will both get you there faster and be more efficient in doing so. The same became true of storage.

We used to talk about how much storage someone could capacity-plan or manage. That’s just become old hat now because you don’t talk about it in those terms. Storage has moved to be -- how do we serve applications? How do we serve up the right place in the right time, get the data to the right person at the right time at the right price, and so on?

We don’t just choose what goes where or who gets what, we set the parameters -- and we then allow the machine to operate in an automated fashion. These days, increasingly, if you talk to 10 storage companies, 10 of them will talk to you about machine learning and AI because they know they’ve got to be in that in order to make that execution of change ever more efficient and ever faster. They’re just dealing with tremendous scale, and you could not do it even with simple automation that still involves humans.

It will be self-managing and self-optimizing. It will not be a “recommending tool,” it will be an “executing tool.”

We have used cars as a social analogy. We used storage as an IT analogy, and absolutely, that’s where hybrid IT is going. It will be self-managing and self-optimizing. Just to make it crystal clear, it will not be a “recommending tool,” it will be an “executing tool.” There is no time to wait for you and me to finish our coffee, think about it, and realize we have to do something, because then it’s too late. So, it’s not just about the knowledge and the visibility. It’s about the execution and the automated change. But, yes, I think your analogy is a very good one for how the IT world will change.

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Gardner: How you execute, optimize and exploit intelligence capabilities can be how you better compete, even if other things are equal. If everyone is using AWS, and everyone is using the same services for storage, servers, and development, then how do you differentiate?

How you optimize the way in which you gain the visibility, know your own business, and apply the lessons of optimization, will become a deciding factor in your success, no matter what business you’re in. The tools that you pick for such visibility, execution, optimization and intelligence will be the new real differentiators among major businesses.

So, Mark, where do we look to find those tools? Are they yet in development? Do we know the ones we should expect? How will organizations know where to look for the next differentiating tier of technology when it comes to optimizing hybrid IT?

What’s in the mix?

Peters: We’re talking years ahead for us to be in the nirvana that you’re discussing.

I just want to push back slightly on what you said. This would only apply if everyone were using exactly the same tools and services from AWS, to use your example. The expectation, assuming we have a hybrid world, is they will have kept some applications on-premises, or they might be using some specialist, regional or vertical industry cloud. So, I think that’s another way for differentiation. It’s how to get the balance. So, that’s one important thing.

And then, back to what you were talking about, where are those tools? How do you make the right move?

We have to get from here to there. It’s all very well talking about the future. It doesn’t sound great and perfect, but you have to get there. We do quite a lot of research in ESG. I will throw just a couple of numbers, which I think help to explain how you might do this.

We already find that the multi-cloud deployment or option is a significant element within a hybrid IT world. So, asking people about this in the last few months, we found that about 75 percent of the respondents already have more than one cloud provider, and about 40 percent have three or more.

You’re getting diversity -- whether by default or design. It really doesn’t matter at this point. We hope it’s by design. But nonetheless, you’re certainly getting people using different cloud providers to take advantage of the specific capabilities of each.

This is a real mix. You can’t just plunk down some new magic piece of software, and everything is okay, because it might not work with what you already have -- the legacy systems, and the applications you already have. One of the other questions we need to ask is how does improved management embrace legacy systems?

Some 75 percent of our respondents want hybrid management to be from the infrastructure up, which means that it’s got to be based on managing their existing infrastructure, and then extending that management up or out into the cloud. That’s opposed to starting with some cloud management approach and then extending it back down to their infrastructure.

People want to enhance what they currently have so that it can embrace the cloud. It’s enhancing your choice of tiers so you can embrace change.

People want to enhance what they currently have so that it can embrace the cloud. It's enhancing your choice of tiers so you can embrace change. Rather than just deploying something and hoping that all of your current infrastructure -- not just your physical infrastructure but your applications, too -- can use that, we see a lot of people going to a multi-cloud, hybrid deployment model. That entirely makes sense. You're not just going to pick one cloud model and hope that it  will come backward and make everything else work. You start with what you have and you gradually embrace these alternative tools. 

Gardner: We’re creating quite a list of requirements for what we’d like to see develop in terms of this management, optimization, and automation capability that’s maybe two or three years out. Vendors like Microsoft are just now coming out with the ability to manage between their own hybrid infrastructures, their own cloud offerings like Azure Stack and their public cloud Azure.

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Solutions From HPE

Where will we look for that breed of fully inclusive, fully intelligent tools that will allow us to get to where we want to be in a couple of years? I’ve heard of one from HPE, it’s called Project New Hybrid IT Stack. I’m thinking that HPE can’t be the only company. We can’t be the only analysts that are seeing what to me is a market opportunity that you could drive a truck through. This should be a big problem to solve.

Who’s driving?

Peters: There are many organizations, frankly, for which this would not be a good commercial decision, because they don’t play in multiple IT areas or they are not systems providers. That’s why HPE is interested, capable, and focused on doing this. 

Many vendor organizations are either focused on the cloud side of the business -- and there are some very big names -- or on the on-premises side of the business. Embracing both is something that is not as difficult for them to do, but really not top of their want-to-do list before they’re absolutely forced to.

From that perspective, the ones that we see doing this fall into two categories. There are the trendy new startups, and there are some of those around. The problem is, it’s really tough imagining that particularly large enterprises are going to risk [standardizing on them]. They probably even will start to try and write it themselves, which is possible – unlikely, but possible.

Where I think we will get the list for the other side is some of the other big organizations --- Oracle and IBM spring to mind in terms of being able to embrace both on-premises and off-premises.  But, at the end of the day, the commonality among those that we’ve mentioned is that they are systems companies. At the end of the day, they win by delivering the best overall solution and package to their clients, not individual components within it.

If you’re going to look for a successful hybrid IT deployment took, you probably have to look at a hybrid IT vendor.

And by individual components, I include cloud, on-premises, and applications. If you’re going to look for a successful hybrid IT deployment tool, you probably have to look at a hybrid IT vendor. That last part I think is self-descriptive. 

Gardner: Clearly, not a big group. We’re not going to be seeking suppliers for hybrid IT management from request for proposals (RFPs) from 50 or 60 different companies to find some solutions. 

Peters: Well, you won’t need to. Looking not that many years ahead, there will not be that many choices when it comes to full IT provisioning. 

Gardner: Mark, any thoughts about what IT organizations should be thinking about in terms of how to become proactive rather than reactive to the hybrid IT environment and the complexity, and to me the obvious need for better management going forward?

Management ends, not means

Peters: Gaining visibility into not just hybrid IT but the on-premise and the off-premise and how you manage these things. Those are all parts of the solution, or the answer. The real thing, and it’s absolutely crucial, is that you don’t start with those bright shiny objects. You don’t start with, “How can I deploy more cloud? How can I do hybrid IT?” Those are not good questions to ask. Good questions to ask are, “What do I need to do as an organization? How do I make my business more successful? How does anything in IT become a part of answering those questions?”

In other words, drum roll, it’s the thinking about ends, not means.

Gardner:  If our listeners and readers want to follow you and gain more of your excellent insight, how should they do that? 

Peters: The best way is to go to our website, www.esg-global.com. You can find not just me and all my contact details and materials but those of all my colleagues and the many areas we cover and study in this wonderful world of IT.

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