Envisioning an applications transformation journey
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Envisioning an applications transformation journey

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Viewpoint Paper: Harness applications to accelerate success

Viewpoint Paper: Harness applications to accelerate success

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Envisioning an applications transformation journey Envisioning an applications transformation journey Document Transcript

  • Envisioning an applicationstransformation journeyViewpoint paper Harness applications to accelerate success. Organisations and governments can better respond to today’s most critical challenges and opportunities by assessing, rationalising, modernising, and managing their enterprise applications.
  • Table of contentsExecutive summary................................................ 1 .Applications are the key to greater efficiency,growth-oriented innovation, and IT cost reductions...... 2Technology and market challenges. ......................... 2 .Applications and these challenges........................... 3What CIOs should do............................................ 8Next steps............................................................ 8Conclusion........................................................... 9
  • Executive summary However, there must be an intentional plan for transformation. Further, it must be for more thanCIOs and their IT organisations are caught between IT infrastructure. The plan must also includethe proverbial rock and a hard place. applications and the governance and theOn the one hand, they are challenged by their management of the portfolio, all blended withorganisations to invest more in innovation—to the right sourcing strategies for delivery, forsupport the enterprise goals of driving revenue, development, and for testing.reaching new clientele, and improving customer Delivered with the right services partner, this plan cansatisfaction. They are challenged to both support be implemented better and delivered faster. Why aand exploit mobility. There are significant internal services partner? HP research and experience showobjectives, too, especially around increasing that most organisations will admit that they do notbusiness efficiency and providing a single view have all of the resources and skills necessary for anof information to both internal and external users. extensive IT transformation. This is where a partner likeFurthermore, IT leaders are challenged to be HP can help. We have a collaborative and flexiblemore flexible and agile in responding to market approach to applications services that complements theopportunities and threats. skills and capabilities you have in place. Our expertsOn the other hand, CIOs often find themselves can design and help implement an applicationslimited in their ability to address these challenges. transformation program that is aligned to yourIt isn’t just about applications that are hard to business goals and objectives. And we can leveragechange, but processes that get in the way of fast decades of HP experience in applications andresponse. It’s also about the demands of the current leadership in IT technology on your behalf.environment—with significant resources dedicated This viewpoint paper is not about HP. It is aboutto maintaining and delivering the business services getting your organisation positioned for innovation,already in place. Cost cutting can be done, but at mobility, integration, and agility. It documentssignificant effort and with considerable pain. the linkages between these objectives and yourThese barriers make objectives like innovation, mobility, applications. It addresses why you need tointegration, and agility seem out of reach. It’s made include applications in your strategy to meet theseespecially difficult when CIOs understand that these objectives—and why doing so can help you realiseare all interrelated. It is difficult to do one well, better outcomes. It’s based on market research aboutwithout doing something about the others. But in the the real issues facing organisations like yours.HP experience, they are all achievable—in a timelymatter, with clear and quantifiable business benefits. 1
  • Applications are the key to Technology and market challengesgreater efficiency, growth-oriented Businesses and governments face an array ofinnovation, and IT cost reductions daunting challenges, as well as promising new opportunities. To better understand the critical rolePowerful new trends are affecting people, of applications in the coming enterprise environment,organisations, and entire industries. Enterprises of HP surveyed chief information officers in a crossvirtually every kind are now being driven to become section of industries and asked them to identify theinstant-on organisations capable of delivering: primary forces affecting their organisations.• Innovation as measured by service quality and That research revealed that the top issues were competitive advantages mobility, innovation, integration, and sourcing/• Agility to drive faster responses to changing development, with the important ranging from a level business and customer needs of 6.7 to 7.5 on a scale of 1 to 10. The two forces• Optimisation to achieve lower costs, improved driving those issues were budget and integration processes, and better return on investment (ROI) (sometimes referred to as interaction or information).• Lower risk by managing security threats, data, Based on this research and other industry insights, regulations, and the unknown HP has identified the following as the key elementsThese organisations will have to increasingly rely on shaping CIO thinking about how IT and applicationsapplications to find and exploit new opportunities; improvements can drive business results:drive operations; energise supply chains; and Budget (Money)manage market, customer, and citizen relationships. As the global economy continues a tentative butWhat this means is that businesses and governments promising recovery, many organisations andshould be rethinking their applications—both to governments continue to focus on reducing bothmeet the challenges of today’s environment, and IT-related operating and capital expenses—often byto better leverage applications to fully exploit the modernising, rationalising, and better managing keyopportunities presented by market trends and applications. Their focus on budget is also drivenspecific technology. This will involve taking a more by a desire to do more without spending more. It’scomprehensive approach to applications: not just a balancing act—to spend more on innovation,examining the portfolio, but evaluating governance, organisations must spend less on managementdevelopment and testing, management, and the and operations, both of infrastructure and for theirbroader strategies and environments that support applications. This “flipping the ratio” is a key successthose key systems. criterion for the Instant-On Enterprise, because it allows organisations to invest directly in resourcesOne place to start is an examination of technology and that deliver differentiation and added value, andmarket trends: how organisations and governments partner with others for those areas that do not.can leverage applications to address the challengesthose forces present, and how specifically addressing Interaction/Integration/Informationapplications enables enterprises to fully realise the Across virtually every industrial sector, organisationspromise of this emerging landscape. Next, let’s increasingly interact and share with customers, citizens,explore the variables and requirements of a world- supply chains, and partners. The quality of theseclass applications approach, and the tangible steps interactions is improved IT transformation asorganisations and governments can take to reach information can be shared across business andthat objective. department processes and across applications. Integration with suppliers and distributors, sales, and marketing can improve business efficiency and even help establish competitive advantage or mission success. 2
  • Mobility Applications and these challengesMobility is reshaping the world, and with it, theworld of software applications. Some six billion As the global economy emerges into a hoped-forpeople now inhabit the planet, spending 200 billion recovery, few now question the savings, increasedminutes each day on social networking. They use productivity, and value that IT has delivered totechnology ranging from laptops and PDAs to cell organisations. Business and government entities nowphones, kiosks, RFID tags, and more. Mobility is face a new environment—defined by mobility, greaterbeing used to transform business processes and interactions, and the need for new value and newopen new markets—changing the competitive development strategies. Business and organisationallandscape in many industries. Mobile, cloud, and processes and capabilities are delivered throughubiquitous computing has fundamentally altered the applications. To achieve the needed strategicrole and expectations of IT in the enterprise and alignment, CIOs now seek to manage their portfoliosgovernment, and these have created an environment of applications to better serve their organisationswhere business and department processes, models, and meet mission objectives.and key applications are closer and more important Let’s take a look at how can they do that:to individuals, organisations, and governments. Budget (Money)Innovation (New Value) As organisations adapt to a world of information,Today, IT units are challenged to do more for their opportunities, and experiences, many are hobbledorganisations—to bring new capabilities and services by aging applications and rigid systems. Maintainingto market more quickly; to fully leverage mobility, those obsolete systems often consumes the majoritycloud computing, and other advances; and to find and of an IT budget and seriously reduces the moneyexploit opportunities to build revenue and new value. available for investments in innovation, growth, andChief information officers are held more accountable new value. The essential economic challenge forfor both top- and bottom-line performance. many organisations is to transform their applicationsSourcing Strategies and Development portfolios to gain greater speed, agility, and productivity.Doing everything one’s self is not only the most Challenge: In difficult economic times, organisationsexpensive way to manage an IT organisation, but naturally seek to reduce applications expensesoften means experiencing learning curves and not and other IT-related costs. Surveys and estimatesbenefiting from industry best practices in one’s show that more than half of a typical organisation’sown operations. To meet the needs of today’s software budget can be consumed by maintenancebusiness, government, and economic environment, and operations. In fact, some organisations spendorganisations are increasingly evaluating the areas up to 90% of their IT budget just to keep the lights on.in which it makes sense for them to invest and addvalue directly and where to partner or outsource. To survive in recessionary economies and to thrive in growth economies, IT organisations must have operational spending under control, so as to maximise the resources available for innovation. Ideally, organisations want to “flip the ratio” of spending—something that seems like an aspirational goal for most, but is actually quite achievable. 3
  • Enterprises must optimise to reduce operating costs Interaction/Integration/Information whilst improving process performance, and can Applications are the key element in efforts to better modernise to improve efficiency and productivity. manage markets, to energise supply chains, to Our experience with applications rationalisation streamline operations, and to improve customer and shows that many IT organisations and governments do citizen relations, service quality, and business and not align investment to value for their applications, government decision-making. Business and impacting their overall returns and value to the government processes are required to make better organisation. Those who manage applications with use of information kept in disparate databases and the old adage “if it isn’t broken, don’t fix it” discover applications (often not part of the organisation itself). that their rigid IT environments are not only more They must deliver a more complete “view” to their costly to maintain and change, but that labour and users, cutting across organisational bounding and infrastructure to support them are becoming more business and government processes alike. Said expensive—if the IT specialists are even trained on integration increases the volume of information that outdated technology any more. Furthermore, involved, this volume being compounded by the organisations that insist on doing everything proliferation of data sources, data types, transactions, themselves spend more than they should in areas that and users alike. Additionally, competitive advantage don’t add value to their business or organisation. and mission objectives can be derived by makingToday, with the appropriate use of publicly available external Opportunity: As the global community emerges from theubiquitous Internet information as well as information purchased from economic downturn, today’s optimised organisations third parties.access, with more seek to capitalise on wise investments and to shift ITcomplex supply spending toward transformation, growth, and Savvy managers want applications portfolios thatchains, and with value-producing activities. An operational excellence are better integrated to enable new business andworkforce mobility, approach to managing applications—leveraging governmental processes, products, and services.organisations strategic and experienced partners, advanced tools, They also need modern enterprise architectures thatneed improved and metrics, an ITIL framework, and improved can capitalise on the unique opportunities of theintegration, sharing processes—can improve quality and lower applications- emerging more integrated, interactive environment.capabilities, and related costs. By right-sizing applications support, They need to be able to adapt to changes indata that are open organisations can handle more issues at lower-cost information, to new opportunities in integration,and secure. They also support levels, whilst delivering better overall more quickly.need applications services. With rationalisation and modernisation, the Challenge: Historically, applications were developedthat can interact portfolio of applications itself is optimised for the and utilised within the four walls of an enterprise,across geographies, organisational needs going forward, not in support and many legacy systems were “cemented” intotechnologies, of those in the past. Making use of development place with inflexible coding and connectivity. resources outside of the organisation, and makingand systems. use of sourcing innovations—not just for operations Today, with the ubiquitous Internet access, with more but for areas like testing and communications—can complex supply chains, and with workforce mobility, both reduce spending AND provide the resources to organisations need improved integration, sharing invest in innovation. capabilities, and data that are open and secure. They also need applications that can interact across Through planned modernisation, organisations have geographies, technologies, and systems. Rigid reduced applications-related operating costs by up applications, which were never designed to handle to 60%, maintenance costs by 50% or more, and today’s more diverse business and government new development costs by up to 50%. Applications processes and information sources, can greatly rationalisation and management can free funding for hinder the evolution toward a more connective and growth-oriented projects and initiatives. In fact, this is interactive enterprise. exactly what HP’s internal IT organisation did for HP. 4
  • These challenges are reinforced by our research and of location-based and location-aware services,findings. Two-thirds of CIOs surveyed said integration all of which drive end-user expectations for immediateis more important today than it was two years ago, access to information. Further, users now expect theirand integration will continue to be important for the service providers to remember who they are, to knownext several years. They were equally divided in where they are, and to know what they are interested in.terms of whether integration of applications within a Because of this, the future will be defined by greaterbusiness process, or integration across business workforce, supplier, partner, and customer mobility.processes, was the most important. Their biggest This emerging landscape will be marked by tighterchallenge? Developing and enhancing applications bonds amongst people, systems, and organisations.for integration was their biggest challenge, with At the same time, organisations will be challengednearly one in eight saying they don’t have the by the explosion of locations, touch points, devices,resources or skill sets they need to do this work. and technologies.Opportunity: Aggressive companies and The pace and randomness of this dynamic andgovernments are working to improve the quality mobile environment put powerful new pressuresand efficiency of their work, the quality of their on IT systems, from servers to storage, but mostrelationships, customer and citizen satisfaction, importantly, on applications.and even revenue by integrating applications andinformation across business processes. By seamlessly Challenge: Social media, the consumerisationintegrating information from across the enterprise of IT, the changing demographics of a moreand third parties, they can extract even more mobile workforce and citizen population, andcompetitive or mission advantage. But to realise this, the competitive advantages provided throughthey need to break down the walls between software exploitation of mobility and mobile devices areapplications, and then leverage mobility, CRM, and transforming how employees, customers, andbusiness intelligence. Advanced applications can citizens expect enterprises and governments toimprove access to information, and thus support operate. Whilst mobility and social media facilitatefaster and smarter decision-making. instantaneous connections and collaboration, both inside and outside of an enterprise, thoseBy focusing on improving existing applications, environments also create greater complexity,replacing manual processes with automation, concerns about security and access, and theand exposing existing data and software through need to manage new devices, information flows,better integration, organisations can meet higher and technologies.expectations for quality, functionality, and softwareavailability. Health care organisations, for example, CIOs often struggle to meet the pace of changecan leverage advanced applications to connect in a self-service environment, whilst keeping upphysicians, pharmaceutical companies, and retail with competitors, customers, and citizens, all whilstpharmacies. Governments can integrate information ensuring continuous operational performance.maintained in multiple locations to improve security. Unfortunately, most of the applications runningOrganisations in virtually any sector can use in today’s environments simply cannot supportimproved integration to facilitate partner sharing and a true instant-on, mobile experience. This is notcommunications, to strengthen business processes, just a technology issue (related to the increasingand to more quickly and efficiently launch new diversity of devices and user interfaces), but also aproducts and services. function of the sheer volume of applications found in most IT organisations, and often the age of themMobility as well—especially those tied to mission-criticalAs we have seen, mobility and other market trends applications and processes. It’s hard enough toare creating both challenges and opportunities for change applications from a functionality perspective.business and governmental organisations. Mobility How can you expect to keep up with this increasingin this context refers not only to the use of mobile demand for access?devices, but also to the increasing use of social media 5
  • This challenge is supported by our research findings. Through applications transformation, they can move Three-quarters of those surveyed said that mobility toward more strategic, value building, growth- was increasingly important to their organisations oriented investment. But this transformation is not and business. Yet, less than half thought they had just about applications modernisation—it’s about the resources and skill sets in place to meet those overhauling their governance processes, their demands. Furthermore, to deal with mobility, they management processes, and even their applications are making sweeping changes across every element life cycle processes and tools. of their applications environment. Challenge: Increasingly, organisations are looking to Opportunity: To fully leverage mobility, social media, IT as the source of innovation and new value. Why? and other advances, organisations and governments The HP survey reveals that they need to innovate to: are working to transform their applications—through • Meet changing customer or citizen demand (29%) a logical process of assessment, modernisation, rationalisation, and portfolio management. By • Produce higher quality products and services (24%) focusing on both up-front development and • Increase efficiency (23%) operational requirements, applications can improve Almost every organisation, however, is challenged the overall performance of mobile and social media to find the resources needed to invest in innovation applications at every point in the system life cycleUsing modern and to ensure the applications that are produced when designed and managed for that purpose.development are agile enough to quickly and easily support new Using modern development processes, organisations goals and objectives, to take advantage of newprocesses, can quickly adapt and evolve their applications to opportunities as they arise.organisations keep up with changing needs. Using automationcan quickly and as-a-service models for testing can deliver both When asked where they needed to innovate andadapt and evolve better quality and better time to delivery. add value, the responses were evenly distributedtheir applications across a broad range of activities, including mobility, Better applications also allow organisations toto keep up with integration (both within business processes and design new processes and methods to meetchanging needs. across the business), analytics, the use of external changing customer and constituent demands. information, and the use of business intelligence Improved software systems encourage closer, more (BI) tools. With all of these being important, how personal interactions with customers, employees, can IT leaders effectively focus on innovation in and partners. These systems support more their organisations? efficient and secure transactions. And they allow IT departments to leverage mobility and other Opportunity: Applications transformation is essential emerging technologies to deliver better outcomes for for any organisation that hopes to become more the business or government. innovative. Through applications transformation, the applications portfolio is rationalised and modernised Innovation (New Value) to run in a modern IT environment. Management, in To pursue new value, organisations must innovate. turn, is improved, along with operations. This adds In business especially, they must innovate to survive. the flexibility for more choice in IT sourcing decisions Market leaders are innovative by definition. Citizens and frees up significant IT resources and spending to more highly value governments (and governmental be used for new value projects. leaders) that innovate in delivering services. And to do that, IT departments need to shift spending away Application modernisation and management from routine operations and into new projects. efforts enable large enterprises to better track and control systems, and to create flexibility, In recent research funded by HP, 95% of the C-level economy, and value. Cloud-based and service- executives (with minimal differences between private oriented solutions can additionally drive value by and public sector) said that innovation is important improving interactions with partners and associated to the success of their organisations. More than four streamlining supply chains, and by opening new out of five CEOs said that it was very important— revenue streams. the highest rank in the survey. In turn, these C-level executives identified “applications and software for more flexible processes” as the #1 area they’d invest in first. 6
  • Whilst in the past, physical infrastructure created But sourcing alternatives are not just availablesignificant barriers to innovation; today smarter and for operational deployment, but for applicationsmore nimble competitors can use applications to management, for development, for testing, andbring new ideas to market quickly and efficiently. for modernisation.We see this, for example, in Asia/Pacific where the HP research confirms this observation. Today,absence of significant legacy infrastructure is enabling roughly half of an enterprise’s business-criticalfirms to aggressively adapt cloud strategies. applications are internally developed, withSourcing Strategies and Development one-fourth coming from customised third-partyDoing everything in-house is becoming increasingly applications, and one-fourth coming from “off-the-difficult. This is not just because of cost and capital shelf” third-party applications. That will not changeinvestments, but because of the challenges of much in the future, CIOs say, and there is no clearkeeping up with technologies and innovations in the trend to where business-critical applications willmarket place, and in the learning curve necessary to come from in the future. Furthermore, only onemake use of those innovations in your own activities. in eight CIOs (13%) have seen their applications backlog shrink in the past two years, whilst nearlyOrganisations today are evaluating the historical one-third (31%) saw it increase. Why? Resourcesmodels of “own everything, run everything”—and (36%), skill sets (34%), and modernisation stand outare often turning instead to making better use as the key issues.of sourcing alternatives aligned to their businessgoals and priorities, including a blend of in- Opportunity: Optimised sourcing alternatives for allhouse, managed services, hosted environments, applications-related projects and initiatives can yieldoutsourcing, and now cloud-based services. measurable benefits for a business or government entity. Virtual environments—leveraging outsourced,Challenge: Forward-looking CIOs now also cloud, and service-oriented assets—can reducerecognise the cost of developing an application is hardware and software requirements. These servicestypically far less than the cost of running that system are available not just for operations, but for allover its life cycle. By taking a holistic approach to applications life cycle related areas. These and otherapplication development—addressing technology transformational efforts can significantly reduce theplatforms, operating environments, talent and 70 to 80% of the IT budget that is typically spent onsecurity requirements, and other variables— noncompetitive, nondifferentiating applications, thusorganisations can better manage both the up-front freeing funds for more innovative uses.and long-term cost of a given system. By consideringoperations and management during the development To fully realise these opportunities, an applicationsphase, organisations can lower their total cost of assessment and transformation strategy shouldownership. Through the use of automation and capitalise on today’s most advanced technologies,as-a-service testing models, they can also radically including the selective use of public and privatereduce time to deployment whilst maintaining quality clouds, hybrid delivery models, staff augmentation,and security. out-tasking, and classic IT outsourcing. A range of transformational assets—including automation, tools,New and more flexible options are also now business level agreements, and consumption-basedavailable for operational requirements. The models—allows organisations to reduce complexitytraditional model of owning and running your own and improve performance, whilst paying only forhardware may no longer be the best model for many what they truly need.organisations. That approach requires significantCAPEX and OPEX spending, requires substantial Organisations can also wield applications to createlearning curves to incorporate new technologies and and support a true Instant-On Enterprise. Well-changes, and is costly when technology strategies developed and sourced applications, properlymust be adjusted. Sourcing strategies can help align managed and governed, can be used to buildthe deployment model chosen for each application, more flexible systems, to improve the efficiency ofthus maximising costs, flexibility, agility, and other processes and transactions, to strengthen security,business, mission, and IT outcomes. to govern an organisation to meet legal and ethical requirements, and to support more intimate and customised interactions with customers, constituents, and partners. 7
  • What CIOs should do Whilst most organisations have some of the needed elements, and many have internal teamsApplications are the heartbeat of any business. addressing aspects of this challenge, it is costly andTo create a measurable competitive or mission difficult for any single company or department toadvantage, organisations should leverage effectively marshal this full range of capabilities.applications to drive more efficient processes and Many organisations don’t have resources availableto create richer customer and citizen experiences. to undertake these efforts and often don’t have theFor CIOs to create a more effective and productive specialised training, skills, or experience to makeenterprise applications portfolio, they must: them happen quickly.• Ensure the organisation’s applications strategy is For these reasons, we recommend organisations aligned to and supportive of your broader business work with an external IT services partner that offers and government strategies. proven experience in transforming applications• Invest in a comprehensive applications rationalisation into modern, agile environments. Because they initiative to assess, prioritise, and get your portfolio provide solutions for many companies, a capable under control. If you have already done so, do it partner will have the frameworks, processes, again (if it has been more than five years) or make and resources—including the leveraged benefits it part of your governance processes. of managed, outsourced, and cloud technology• Modernise mission-critical applications and alternatives—needed to ensure maximum success for infrastructure where needed. an applications transformation effort.• Understand thoroughly your applications-related HP stands ready to help organisations and costs and ROI, and know where your IT organisation governments meet the demands of their marketplace can add significant value to the business. and missions, with flexible applications that are• Outsource or out-task any function or application managed effectively and designed to reduce costs. that does not deliver unique added-value to your HP has more than 45 years of experience in the users (whether customers, citizens, or employees). modernisation, rationalisation, and transformation• Look for additional ways to build added value— of enterprise applications. The company delivers often by leveraging cloud-based solutions, service- applications consulting, development, testing, oriented architecture (SOA), business process integration, outsourcing, and management, including management, testing, development, and industry-specific solutions. This portfolio spans the full other solutions. applications development life cycle, from strategy• Leverage strategic partners—for their expertise, and planning through design, build, and testing knowledge, skills, and ability to jump-start and of applications, implementation, and ongoing accelerate your own value. management of packaged and custom enterprise applications.• Recognise the very real and significant “cost of doing nothing.” Then plan and pursue a logical With more than 50,000 applications professionals path to transformation—and start now. worldwide, HP serves 700-plus applications solutions clients, providing maintenance and integrationNext steps support for more than 1 million applications and 2.6 billion lines of code worldwide. Those capabilitiesMany IT departments manage applications portfolios are designed for a focused purpose: to support thethat span proprietary systems, industry-specific convergence of consumers, citizens, and enterprises,solutions, and packaged software distributed across and to provide the people, technology, andoperating units and geographies across the globe. innovation needed to shift from merely utilising IT toTo achieve the ideal balance of cost-effectiveness, leveraging it for better results.speed, and quality of outcome, a successfulapplications improvement effort must harnesstechnical capabilities, proven methodologies, andextensive human resources­ and also work as —broadly across the organisation as is possible.Although local transformation efforts can besuccessful, organisational-wide ones will have thelargest impact. 8
  • ConclusionApplications are the heart of most modernenterprises. Regardless of size or industry sector,all organisations rely on applications to managemarkets, drive their supply chains, coordinateoperations, and build and maintain more responsiveand lasting customer or citizen relations. For manyenterprises, applications are how they deliver newproducts and services.To meet today’s most crucial challenges—of mobility,integration, creating new value, and developingbetter systems—organisations need applicationscapable of delivering positive business and missionresults. Unfortunately, most CIOs struggle to addressthese challenges because of rigid IT environmentsdefined by overly complex systems, data proliferation,siloed processes, and applications sprawl.The good news is that companies and governmentscan now adopt a logical, transformative approach toinformation technology. That approach incorporatestwo key elements: a cohesive and integratedapplication portfolio designed to enable newprocesses, products, and services to drive leadershipand differentiation; and a modernised enterprisearchitecture that can adapt quickly to capitalise onnew opportunities and efficiencies.By taking a logical pathway to transformation, andby partnering where appropriate with experiencedapplications specialists, businesses and governmentscan build and maintain more responsive, cost-efficient organisations. This will help them becomethe Instant-On Enterprises that will compete andsucceed in the emerging global environment. 9
  • Share with colleagues Get connected www.hp.com/go/getconnected Get the insider view on tech trends, alerts, and HP solutions for better business outcomes© Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. The onlywarranties for HP products and services are set forth in the express warranty statements accompanying such products and services. Nothing hereinshould be construed as constituting an additional warranty. HP shall not be liable for technical or editorial errors or omissions contained herein.4AA3-5670EEW, Created August 2011