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White paper Fujitsu Dynamic Infrastructures- a consistent approach to meeting new IT demands
White paper Fujitsu Dynamic Infrastructures- a consistent approach to meeting new IT demands
White paper Fujitsu Dynamic Infrastructures- a consistent approach to meeting new IT demands
White paper Fujitsu Dynamic Infrastructures- a consistent approach to meeting new IT demands
White paper Fujitsu Dynamic Infrastructures- a consistent approach to meeting new IT demands
White paper Fujitsu Dynamic Infrastructures- a consistent approach to meeting new IT demands
White paper Fujitsu Dynamic Infrastructures- a consistent approach to meeting new IT demands
White paper Fujitsu Dynamic Infrastructures- a consistent approach to meeting new IT demands
White paper Fujitsu Dynamic Infrastructures- a consistent approach to meeting new IT demands
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White paper Fujitsu Dynamic Infrastructures- a consistent approach to meeting new IT demands

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he constant demand for immediate access to data and resources, …

he constant demand for immediate access to data and resources,
reliability and efficiency has created a new ideal of modern,
powerful enterprise IT. Based on market research and technology
observation, this paper explores which criteria modern platforms
have to meet and how leading vendors and service providers
respond in order to deliver these platforms. It is intended as a
guideline for executives who need to make informed purchase
decisions.

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  • 1. White paper Fujitsu Dynamic InfrastructuresWhite paperFujitsu Dynamic Infrastructures-a consistent approach to meeting new ITdemands Contents Introduction 2 IT challenges and technology trends 2 IT provider landscape 5 Fujitsu reevaluated 8 Conclusion 9Page 1 of 9 http://ts.fujitsu.com/dynamic
  • 2. White paper Fujitsu Dynamic InfrastructuresIntroductionThe constant demand for immediate access to data and resources,  On a functional level, they want to ensure seamlessreliability and efficiency has created a new ideal of modern, operation of their infrastructures in order to provide theirpowerful enterprise IT. Based on market research and technology customers, employees, and partners with maximumobservation, this paper explores which criteria modern platforms benefits.have to meet and how leading vendors and service providersrespond in order to deliver these platforms. It is intended as a  On a strategic level, they are attempting to createguideline for executives who need to make informed purchase competitive advantages by deploying technical innovationsdecisions. that in turn could influence company-wide processes and induce changes in business models and strategies forIT challenges and technology trends competition.For many years, companies have been trying to build IT infrastructuresthat would serve as a utility for all departments and business units.  On an organizational level, they are aiming to optimizeThis trend has remained persistent as computers evolved from dumb business processes so that their organization can remainboxes that carry out mundane tasks into today’s powerful instruments profitable and to encourage economically viablefor database operation, financial planning and scientific simulation. transformation.To some extent, these technological advancements contributed toachieving the goal of establishing business-driven computing Abstract as they may seem, these goals correspond to the answers theinfrastructures. However, it is still a valid observation that rather than same attendees gave when asked which of their current IT projectssubjecting to a particular business or workflow logic, IT and its have the highest priority. Here, the results indicate that their focus isprocesses tend to shape operations and procedures on their own. on a variety of initiatives and infrastructure enhancements, most ofTherefore, it is important to understand the current major challenges which are centered on “cloud computing” – the new IT servicesin IT as well as the status of IT evolution. delivery model that gained popularity over the past five years. According to the interviewees, the top 5 issues are as follows:IT goals and challengesThe ongoing digital revolution and the arrival of service-oriented,  Reshaping IT strategies;Web 2.0 architectures during the early 2000s have only confirmed  Server virtualization;companies’ needs for an efficient and flexible IT. An online survey  Implementation of “private clouds”;conducted among attendees of Fujitsu’s VISIT in-house exhibition  Evaluation of “public clouds”;  Implementation of desktop virtualization concepts andin November 2010 1 shows that decision makers and C-level technologies (Server-based Computing, Virtual Desktopmanagement are pursuing three main goals with regard to their Infrastructure, Thin and Zero Clients).companies’ respective IT strategies:Ranking of future IT-priorities (Top 10) Overall Customers Partners Rank 1. Evaluation of Cloud computing Reshaping IT Strategy Evaluation of Cloud Computing 2. Server virtualization Server virtualization Implementation of Private Cloud 3. Implementation of Private Cloud Implementation of Private Cloud Infrastructure as a Service 4. Infrastructure as a Service Evaluation of Cloud Computing Server virtualization 5. Thin Client Concepts (VDI, SBC) Thin/Zero Client Concepts Thin/ Zero Client Concepts 6. Reshaping IT strategy Business Intelligence Cloud Security Services 7. Business Intelligence Infrastructure as a Service Storage Consolidation (Unified) Topics 8. Cloud Security Services Win 7 Rollout Implementation of Hybrid Cloud Strategic initiatives 9. Storage consolidation (Unified) Server/ Storage modernization Business Intelligence Cloud Computing 10. Implementation of Hybrid Cloud Infrastructure Projects Storage Consolidation (Unified) Content Management1 FTS VISIT 2010 Online Survey: Final Report – Overall Market Intelligence,Munich 2010.Page 2 of 9 www.ts.fujitsu.com/dynamic
  • 3. White paper Fujitsu Dynamic InfrastructuresCombined, these responses reveal that IT managers and their doing so. Another 27 percent stated there would be future plans,superiors are collectively striving for a new level of agility, reliability, while only one third (34 percent) said they had “no plans” at all.and cost-effectiveness, albeit for different reasons. C-level executivestypically demand that IT should make the difference in enabling their Moreover, projects from related areas such as Enterpriseorganizations to meet customer needs faster than the competition – if Networking and Communication, Outsourcing and IT Services,possible, at a better cost-performance ratio. What they expect is a Security and Compliance or Content and Collaboration couldshorter time-to-market for their innovative offerings as well as support also lead to a broader acceptance of cloud-related products,for the retention of existing and the acquisition of new customers. services and solutions.Thus a framework is established, while the actual task of “reshaping IT”is delegated to company experts. While the Fujitsu survey at hand gives good temporary,These IT decision makers, i.e. heads of data centers and cognate future-oriented insight, it does not explicitly identify underlyingdepartments, generally follow the C-level agenda; their deeper medium- and long-term trends, that is, the main challenges thattechnical insight enables them to devise practical strategies, drive technical as well as strategic changes in data centers and ITreference projects, and the like. Consequently, Fujitsu asked departments. For the purpose of this paper, other sources wereinterviewees from this group to name their top priorities for the near therefore incorporated. Of particular importance were Gartner’s Datafuture. Not too surprisingly, server virtualization – which has been a Center Issues and Priorities Survey 2010 and related analyses:dominant trend for at least five years – still takes the lead. However,Infrastructure as a Service (IaaS) and cloud computing follow close Gartner asked respondents to identify the three biggestbehind, a result that clearly differs from those of the VISIT 2009 survey challenges that their organization will face respect to its datain which these new delivery models met with a lot of skepticism. That center hardware infrastructure through the end of 2011.means, even though both technologies have not yet achieved According to the survey, the No. 1 response was data growth, followed by system performance and scalability, and networkmainstream status, their adoption is improving fast: by November congestion and connectivity architecture. 22010, 39 percent of the respondents had either defined a “cloudstrategy”, evaluated/implemented solutions or were in the process of Data growth 47 Systeme performance and scalabiliy 37 Network congestion and connectivity architecture 36 Cost of power, cooling and space 33 Data center management issues 30 Integrating multiple vendors´technologies 29 Virtual server sprawl 25 Underutilization of hardware and/or effective asset inventory 25 Physical server sprawl 20 Cable management issues 13 0 5 10 15 20 25 30 35 40 45 50 Percentage of Respondents 2 Cf. April Adams, Naveen Mishra: User Survey Analysis: Key Trends Shaping the Future of Data Center Infrastructure Through 2011, Gartner, October 2010, p.4 and 5.Page 3 of 9 www.ts.fujitsu.com/dynamic
  • 4. White paper Fujitsu Dynamic InfrastructuresGartner also asked respondents what the three most important driversof strategic change in their organizations data center would bethrough the end of 2011, business continuity and availability came infirst at 50%. Cost containment initiatives was ranked thesecond-biggest driver of strategic change in the data center, followedby the need to maintain or improve user service levels and 3satisfaction. Business continuity and availability 50 Cost containment initiatives 37 Maintain or improve user service levels and satisfaction 36 Infrastructure consolidation 32 Data center modernization 29Existing data center at or nearing capacity and/or utilization limits 28 Infrastructure management concerns 23 Sustainability or green IT 21 Application consolidation or rationalizaion 21 The need to support regulation, reporting and/or compliance 18 0 10 20 30 40 50 60 Percentage of RespondentsPrecisAs outlined above, the purpose of this section was to identify the main services and enhanced business continuity) and increased efficiencygoals and challenges IT departments must face today. The combined (in keeping with cost containment policies). But unlike in the old days,research results from Fujitsu and Gartner can only lead to the these demands cannot be fulfilled by simply rolling out new hardwareconclusion that there currently are three key demands that prevail in and software or marking up service level agreements alone. Instead,enterprise environments and will likely carry over to midsize and small what companies need – and expect their IT partners to offer them – iscompanies in the medium term: customers expect their future IT an integrated approach and matching portfolio of products, solutionsinfrastructures to offer higher agility (more scalability and increased and services. For many vendors this means they will have to adapt toservice levels), greater reliability (availability of data and new business models or substantially upgrade their traditional ones.3 Cf. April Adams, Naveen Mishra: User Survey Analysis: Key Trends Shapingthe Future of Data Center Infrastructure Through 2011, Gartner, October 2010, p.8 and 9.Page 4 of 9 www.ts.fujitsu.com/dynamic
  • 5. White paper Fujitsu Dynamic Infrastructures Technology trends But even though vendors and service providers are already well on the While the challenges that lie ahead are still complex, IT decision way, IT decision makers need to understand that this transformation makers have to realize that the industry is constantly moving forward will happen over several years in an evolutionary, not a revolutionary and many solutions are already close at hand. Important technological way. The reasons for this are at least twofold: on the one hand, cloud advancements that were realized over the past 10 to 15 years include related technologies and offerings need to be developed further to the change from proprietary hardware and software environments into provide “everything from the cloud”. On the other hand, security standardized and integrated topologies, the introduction of concerns and compliance with legal standards make it difficult for IT virtualization first at the server and later at the office and data center managers to switch their trusted IT environments for the new delivery level, and finally the delivery of management tools that enable IT model anytime soon. This means that IT departments need to retain process automation. Altogether this progress has made IT operations their capability to oversee the full technological spectrum in their data much smoother and enabled companies to install standard centers, from traditional client/server infrastructures to cloud infrastructures for highly specific usage scenarios, for instance online computing, yet not in a discrete but an integrated way in order to shops, booking services, and day trading. The success of virtualization achieve greater efficiency. To many executives this may sound like and automation in particular, along with the proliferation of business as usual; however, starting today they will have to face a broadband telecommunications, has paved the way for a completely rising number of make-or-buy decisions – and to determine more new delivery model for IT services. Rather than to have them in-house, frequently when it’s time for a strategic move to the next level. which often includes a need to manage increasingly complex networks, it is now possible to order a growing amount of capacities and functionalities “as a service”. Some vendors offer portfolios that range from providing extra physical servers, storage arrays and software instances for peak demands to entirely virtualized, managed office environments and beyond. The technical term for this new delivery model is cloud computing, and it heralds an age of IT industrialization – up to the point where vendors will finally be able to fulfill the age-old dream of utility computing. IT as a utility Industrialization AutomationTransformation Virtualization Cloud Computing Consolidation & Managed Standardization Infrastructure Tools for Orchestration Hypervisor Industry Standards Time Page 5 of 9 www.ts.fujitsu.com/dynamic
  • 6. White paper Fujitsu Dynamic InfrastructuresIT provider landscapeAs pointed out above, the purpose of this paper is to assist business outsourcing with a variety of managed services andand IT executives in making well informed and taking strategically telecommunications solutions; their scope, however, is somewhatappropriate purchase decisions. To this end, this chapter shows the limited to select applications (ERP, email), tasks (archiving and“vendor and provider landscape”, compares portfolios and strategies, document management) and platforms (mainframe, Microsoft). Moreand assesses their relative pros and cons. Let’s begin with a detailed advanced offerings, such as Managed Workplace Services (MWS), arelook at market participants. just beginning to emerge.Segmentation of IT providers It became questionable to put Dell in this category. While theCurrently only a handful of companies are offering comprehensive, company is still best known among customers for the way itwidely integrated product and/or service portfolios in combination streamlined PC production and sales throughout the 1980s and 1990s,with a dedicated strategic concept of what computing and IT it has branched out extensively in recent years and added servers,infrastructures should look like in future. These players may be roughly storage and networking hardware as well as solution and servicegrouped into three categories: packages to its catalog. But although the company broadened its  horizontally focused companies: portfolio, its original competence in efficiency still remains very Accenture, Dell, T-Systems strong; moreover, Dell has not changed its motto “Simplify IT” to a  alliances/mergers and acquisitions: more “dynamic” message since 2007. As a consequence, innovative Oracle, VCE Coalition elements such as the Virtual Integrated System (VIS) Management  vertically integrated companies Suite for heterogeneous environments or various cloud-based services Fujitsu, HP, IBM (email continuity, centralized asset management and software distribution) so far only are delivered to a comparatively smallHorizontally focused companies customer base. Some of these services are still quite new and have been added through the acquisition of Perot Systems (now DellThe companies in this category are typically perceived as powerful, Services) in 2009 and Boomi in November 2010. Moreover, not all ofeven dominant players in a specific market segment. However, they them are currently available outside the US. Altogether, Dell’susually do not cross boundaries, either because other segments are integration among products, solutions and services doesn’t appearnot in line with their business model or because their offerings quite as strong as that of other vendors.outside their core segment have not yet matured enough. At present,the most important companies in this group are Accenture, T-Systemsand Dell. In the case of Accenture and T-Systems, this categorizationis easy to understand. Although they will occasionally act as ‘retailers’for select hardware and software partners, both generate their mainincome from consulting, systems integration and outsourcing servicesfor applications, business processes and infrastructures.Accenture, as the bigger of the two, runs a network of global DeliveryCenters across the Americas, Europe and Asia and maintains officesand operations in over 50 countries and 200 cities worldwide. Thecompany serves a broad set of industries from chemicals throughhealthcare and life sciences to retail and logistics and is considered aglobal leader especially in systems integration, business-processoutsourcing and technology services. With regard to infrastructure,Accenture offers packages for data center technology and operations,service-oriented architectures, modernization, data and informationmanagement, and a variety of Software-as-a-Service and cloud-based Alliances/mergers and acquisitionssolutions. However, these offerings are often segmented byapplication and/or IT topics, which may make them complicated to The paradigm shift associated with cloud computing has spawned atrack down and understand; cloud computing and Infrastructure as a number of alliances as well as mergers in recent years. Among these,Service solutions have only recently been added to Accenture’s the two most important ones – Oracle’s takeover of Sun Microsystemsportfolio. and the forming of the VCE Coalition – have received extensive media coverage.T-Systems, a division of Deutsche Telekom, acts as a worldwide ICT(information and communication technologies) provider for the With the acceptance of Oracle’s bid in April 2009, Sun ended a longGroup’s business customers, in particular large corporations and the period of decline; at the same time, the deal gave Oracle itspublic sector, as well as other external customers. Headquartered in long-coveted chance to enter the hardware market. Following aGermany, T-Systems has a strong European focus and is widely 20-year business relationship, the merger was hailed as anrecognized for its expertise in the automotive, transportation and “industry-defining event”; in an early statement, CEO Larry Ellisonbanking sectors. The company’s infrastructure portfolio – dubbed claimed that “Oracle will be the only company that can engineer anDynamic Services – combines flexible IT and business process integrated system – applications to disk – where all the pieces fit andPage 6 of 9 www.ts.fujitsu.com/dynamic
  • 7. White paper Fujitsu Dynamic Infrastructureswork together so customers do not have to do it themselves.” The Vertically integrated companiescompany’s extended portfolio looks impressive indeed: it now offerseverything from thin clients and workstations through x86 and SPARC This last category is comprised of the vendors that offer integratedservers to networking products and a so-called “integrated cloud product, solutions and services portfolios from a single source.machine”. Simultaneously, its list of business software and However, what really sets them apart from other competitors is thatmiddleware was augmented with Java, Solaris and MySQL. But Oracle they also provide a concept of how future data centers and ITalso inherited a few assets that it needs to put back on track, such as infrastructures should function – and a strategy to get there. ThisSun’s storage unit. Further challenges could derive from the company’s description applies to HP, IBM and Fujitsu.acquisition policy: over the past decade, Oracle has bought more than60 different companies – among them other big names such as HP has been the largest computer manufacturer worldwide for severalPeopleSoft, Siebel Systems and BEA – which sometimes resulted in years. But that’s not where its capabilities end: HP is also a marketprolonged integration periods and temporary impairment of services. leader in peripherals, i.e. printers, scanners, and the likes. Its portfolio is completed by networking hardware, disk and tape storage, and aThe Virtual Computing Environment (VCE) Coalition was formed in broad selection of software products. Services were first listed as aNovember 2009 and unites renowned companies from very different separate business segment after the merger with Compaq in 2002;segments of the IT market – namely VMware, Cisco and EMC. However, since then, HP has become the second largest IT services providerin this case the disparities are considered a valuable asset, since the globally – a success that is partly due to the 2008 acquisition ofrespective product portfolios complement one another: Cisco Electronic Data Systems (EDS), now known as HP Enterprise Services.contributes its line of Unified Computing System (UCS) blade servers In the early 2000s, HP created the concept of adaptive computing – anplus networking equipment, EMC adds what is needed for data early precursor of current dynamic infrastructure and cloud computingstorage and management, and VMware injects virtualization and solutions. Today, HP markets its related offerings under the labeloperating system expertise. The companies decided to cooperate with Converged Infrastructure, which encompasses four core elements:the specific aim to create a new major player in the cloud computing Operating Environment (management software), FlexFabric (switches,market, whose entry barriers would otherwise have been too high for network adapters, routers etc.), Virtual Resource Pools (‘classic’ ITany of the three participants. Betting on a rapid proliferation of products), and Data Center Smart Grid (a combined environmental/private clouds, VCE have bundled up infrastructure packages – called facilities/ systems management solution to reduce energyVblock – that correspond to reference architectures for small, medium consumption). With this lineup in place, the company’s valueand large configurations. A virtual desktop infrastructure, integrated proposition is to change IT departments’ standard spending behavior –professional services and a virtual support center complete the 70 percent of investments go into operation and maintenance – andoffering. Since Vblock are still very new to the market, no significant free up capacities for core business innovation. HP has earned lots ofsales figures exist as yet. The packages themselves may appear respect due to its strong focus on technology and down-to-earthattractive especially to small and medium enterprises. But with handling of IT issues. However, combined with a dominant marketimplementations being scarce, a few insecurities remain: first off, position this approach may sometimes make it hard to think outsideCisco’s blades still have to prove if they can meet the ambitious of the HP universe.best-of-breed standard. Secondly, the alliance promised to find abalance between its best-of-breed approach to technology and IBM’s product catalog ranges from semiconductors to groupware andend-to-end vendor accountability. Yet so far only few people have from mainframes to systems based on x86 processors, storage andseen VCE support and services in action, so their capabilities and network management solutions. Consequently, its collection ofperformance are currently hard to assess. Customers with a need for infrastructure offerings – dubbed Dynamic Infrastructure – addressesrobust solutions and reliable SLAs may therefore need more the following seven areas: asset management, service management,assessment for support and services from VCE. virtualization, energy efficiency, information infrastructure, business resiliency, and security. IBM’s true forte, however, lies in its consulting expertise. Since the foundation of its Global Services division in 1991, the company has continually expanded in the field. As a result the division is now the world’s largest business and technology services provider with offices in 170 countries. This huge success is based on a consistent methodology of linking IT and business processes with the aim of improving service, reducing costs and eliminating or mitigating risks. Still despite such achievements, IBM has incurred gaps in its portfolio. The best example might be the sale of its PC and notebook division to Chinese computer maker Lenovo. This “lack” is comparatively easy to deal with from a customer’s/user’s point of view; however, IBM’s approach to implementing its Dynamic Infrastructure model sometimes calls for a customer’s long term commitment, from the assessment to the transformation of IT infrastructures, hierarchies and even business models. IT decision makers need to evaluate if issues they are currently facing require either a transformation or an evolution.Page 7 of 9 www.ts.fujitsu.com/dynamic
  • 8. White paper Fujitsu Dynamic InfrastructuresFujitsu, as the last company from this category, has much in commonwith both IBM and HP: a near-complete offering of hardware, softwareand services, consulting expertise, and a consistent, proven strategicapproach to IT solutions. With operations in 70 countries and morethan 170,000 employees, the company ranks as the third-largest ITservices provider worldwide and holds the first position in Japan.Based on a long-standing tradition of collaborative efforts with itscustomers as well as partners in the IT industry, Fujitsu has developedits own distinct but flexible concept and delivered state-of-the-art ITofferings. Fujitsu assembled its global service portfolio into threesegments: business services, application services and DynamicInfrastructures. Dynamic Infrastructures provide the basis to runupper layer application and business services. Fujitsu DynamicInfrastructures consist of four “layers” that address different customerdemands and levels of IT maturity: Infrastructure Products andServices (traditional hardware and software, product support), Fujitsu reevaluatedInfrastructure Solutions (customizable solution packages for standard The market and technology analysis provided above shows that bothbusiness applications), Infrastructure as a Service (virtual server and offering the full technology spectrum in an integrated manner andstorage capacities and office desktops that can be ordered on customer orientation are considered cardinal virtues in the ITdemand), and Managed Infrastructure (transfer of IT operations to business. Yet many projects end in disappointing results; products,shared delivery centers). In this context, the Dynamic Infrastructures solutions and service contracts are often criticized for being oversized,concept serves as a framework for building and delivering inflexible or too costly.standardized IT capacities and functionalities that at the same time During the past 5 to 10 years, a growing number of hardware andfulfill individual needs. This holistic, customer-oriented approach software vendors as well as service providers have reacted to theseensures that Fujitsu focuses on enabling companies to solve their IT complaints. Based on a set of key technologies – such as multi-core processors/servers, 64-bit operating systems, new networkingissues. standards, virtualization, and IT/business process automation – they are now delivering agile, “living” infrastructures and on-demand capacities instead of insular systems or segregated information silos.Pros and cons The core idea behind this new architecture model is to enableFrom a customer’s standpoint, the above descriptions lead to the enterprises to flexibly allocate physical and virtual server and storagefollowing implications: capacities and turn them into dynamic resource pools that grow (or shrink) according to business demands – if need be, on a daily basis.First, horizontally focused vendors typically offer focused product Fujitsu has been a pioneer of this new approach from the start, as canand/or service portfolios – as opposed to a full spectrum of solutions. be concluded from many solutions in its Dynamic InfrastructuresThis is acceptable if your own demands are well defined, e.g. in case portfolio, which build on the company’s own product lines such asyou want to purchase affordable hardware or need assistance with PRIMERGY servers and ETERNUS storage arrays. Examples includespecific IT projects. However, depending on your IT department’s FlexFrame for SAP, a pre-configured and pre-tested combination ofresources these offerings may not suffice when it comes to building servers, storage, networking devices and software needed for a lean,complete – or completely new – infrastructures. ready-to-run SAP implementation; and Virtual Workplace, a workplace solution in which traditional desktop PCs are replaced with Thin orSecond, Oracle/Sun and the VCE Coalition are equipped with Zero Clients while all functionality resides in server-side virtualcomprehensive catalogs of proven hardware and software products machines. Its cloud-based Infrastructure as a Service (IaaS) offeringsand solutions. The problem is that these cooperations/mergers are still provide IT functionalities and resources via secure VPN connectionsrelatively fresh so that internal operations need time to become and let companies scale their environments in accordance withattuned to one another, which might result in issues regarding the expected workloads in a secure and organized manner; billing occursintegration of products as well as the consistency of service levels on a pay-as-you-go basis. Finally, Managed Infrastructure enablesduring the IT life cycle. enterprises to delegate their IT operations or vital parts thereof to Fujitsu while still retaining full control over their data andThird, for the time being, only vertically integrated companies are infrastructure. Along with the company’s solution- andprepared to meet the whole range of customer requirements – from customer-oriented approach, this comprehensive offering enables ITbasic hardware purchases to designing and managing complex managers to make the choices that best suit their enterprise’s overallinternal or external/cloud-based infrastructures. But the width and IT infrastructure and to select the most effective ways of leveragingdepth of their portfolios and expertise bears a risk for their customers, alternative sourcing and delivery models. Thus, Fujitsu successfullyas these vendors may feel tempted to guide them to their own “sweet assists IT managers in preparing for their next ambitious IT projects.spot”, i.e. a desired sale. IT decision makers need to be aware of thatand prepare to ask a simple question: “Is this truly what wewant/need?”Page 8 of 9 www.ts.fujitsu.com/dynamic
  • 9. White paper Fujitsu Dynamic InfrastructuresConclusionAn old commonplace tells us that “change is the only constant in IT”.Trivial as it may seem, this assertion has rarely been more fitting thantoday, where agility, flexibility, on-demand access to data andresources and cost efficiency have emerged as key values of a powerfulenterprise IT that culminate in the cloud computing paradigm. Butcloud computing is more than just a technological concept: the idea oflimitless IT resources constantly available everywhere has triggeredchanges in user behavior, expectations and legal standards as well asthe IT landscape. New services are starting daily, and new competitorsappear almost as fast – the situation is roughly comparable to thedays of the first Internet boom. In fact, the pressure is so high thateven prominent hardware and software vendors and service providersare changing their hitherto successful business models and “goingvertical”, as the examples of Oracle and the VCE Coalition attest.Against this backdrop, Fujitsu stands out as a reliable, experiencedinfrastructure provider with a coherent strategy and proven trackrecord – a partner you wish for in so much upheaval.Contact © Copyright 2011 FUJITSU Technology Solutions, the Fujitsu logo, are trademarks or registered trademarks ofFUJITSU TECHNOLOGY SOLUTIONS Fujitsu Limited in Japan and other countries. Other company, product and service names may be trademarks orAddress: Mies-van-der-Rohe-Straße 8, 80807 Munich, registered trademarks of their respective owners. Technical data subject to modification and delivery subject toGermany availability. Any liability that the data and illustrations are complete, actual or correct is excluded. DesignationsE-mail:dynamic.infrastructures@ts.fujitsu.com may be trademarks and/or copyrights of the respective manufacturer, the use of which by third parties for theirWebsite: www.ts.fujitsu.com/dynamic own purposes may infringe the rights of such owner.Page 9 of 9 www.ts.fujitsu.com/dynamic

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