1) IBM worked to integrate its global data centers to reduce costs and increase efficiencies. It consolidated 155 data centers down to 5 strategic sites and combined 31 networks into one globally managed network.
2) To update its data center strategy, IBM brought in outside experts to engage stakeholders and develop consensus on the key criteria to use, focusing on responsibility, finances, workloads, and governance.
3) IBM then took inventory of all its servers, data, applications and locations to determine which data centers to consolidate and which workloads could be relocated to more efficient centers.
A new dual-model approach to IT management is proposed that separates IT functions into "Factory IT" and "Enabling IT". Factory IT aims to drive efficiency and reduce costs through standardization, lean techniques, and automation. Enabling IT focuses on supporting innovation through rapid experimentation, close business collaboration, and enabling new technologies like data analytics and Web 2.0 tools. The document discusses how each model operates and the organizational changes needed to effectively implement this new dual-model approach to IT leadership and governance.
The document is an IBM study that developed a data center operational efficiency model with four stages - Basic, Consolidated, Available, and Strategic. Data centers operating at the Strategic level allocate 50% more resources to new projects compared to Basic centers. Key characteristics of Strategic data centers include optimizing assets for high availability, designing for flexibility, using automation tools, and aligning the data center plan with business goals. The study found Strategic data centers delivered greater investment in initiatives, efficiency, and flexibility compared to Basic centers.
This document summarizes findings from interviews with over 2,500 CIOs worldwide. The interviews found that successful CIOs blend three pairs of roles: 1) Insightful Visionary and Able Pragmatist, 2) Savvy Value Creator and Relentless Cost Cutter, and 3) Collaborative Business Leader and Inspiring IT Manager. By balancing these roles, CIOs can make innovation real, raise the ROI of IT, and expand their business impact.
22nd – 24th November 2012, Jaipur
IBM hosted a conference called "Smarter Datacenter" from November 22nd-24th, 2012 in Jaipur. Sanjeev Gupta from IBM Datacenter Services discussed IBM's experience building over 30 million square feet of datacenter space globally and managing over 8 million square feet. IBM also discussed their investments in green technologies and modular datacenter solutions.
Drive Cost Optimization with Open iT Software Metering ToolsOpen iT Inc.
The document discusses how software usage metering can help enterprises optimize costs by identifying unused software licenses and inefficient IT spending. It provides examples of how usage metering data can help answer key questions to restructure license agreements and reallocate spending. The software vendor OpeniT offers a usage metering tool that generates insights to lower software and IT costs through rightsizing, standardizing procurement, and automating license harvesting.
Top 10 Imperatives for Leading a Successful IT Improvement ProgramCognizant
Before embarking on an IT performance and process improvement program, companies should first understand the critical success factors so they can successfully advance their business objectives and increase adoption across the enterprise.
A new dual-model approach to IT management is proposed that separates IT functions into "Factory IT" and "Enabling IT". Factory IT aims to drive efficiency and reduce costs through standardization, lean techniques, and automation. Enabling IT focuses on supporting innovation through rapid experimentation, close business collaboration, and enabling new technologies like data analytics and Web 2.0 tools. The document discusses how each model operates and the organizational changes needed to effectively implement this new dual-model approach to IT leadership and governance.
The document is an IBM study that developed a data center operational efficiency model with four stages - Basic, Consolidated, Available, and Strategic. Data centers operating at the Strategic level allocate 50% more resources to new projects compared to Basic centers. Key characteristics of Strategic data centers include optimizing assets for high availability, designing for flexibility, using automation tools, and aligning the data center plan with business goals. The study found Strategic data centers delivered greater investment in initiatives, efficiency, and flexibility compared to Basic centers.
This document summarizes findings from interviews with over 2,500 CIOs worldwide. The interviews found that successful CIOs blend three pairs of roles: 1) Insightful Visionary and Able Pragmatist, 2) Savvy Value Creator and Relentless Cost Cutter, and 3) Collaborative Business Leader and Inspiring IT Manager. By balancing these roles, CIOs can make innovation real, raise the ROI of IT, and expand their business impact.
22nd – 24th November 2012, Jaipur
IBM hosted a conference called "Smarter Datacenter" from November 22nd-24th, 2012 in Jaipur. Sanjeev Gupta from IBM Datacenter Services discussed IBM's experience building over 30 million square feet of datacenter space globally and managing over 8 million square feet. IBM also discussed their investments in green technologies and modular datacenter solutions.
Drive Cost Optimization with Open iT Software Metering ToolsOpen iT Inc.
The document discusses how software usage metering can help enterprises optimize costs by identifying unused software licenses and inefficient IT spending. It provides examples of how usage metering data can help answer key questions to restructure license agreements and reallocate spending. The software vendor OpeniT offers a usage metering tool that generates insights to lower software and IT costs through rightsizing, standardizing procurement, and automating license harvesting.
Top 10 Imperatives for Leading a Successful IT Improvement ProgramCognizant
Before embarking on an IT performance and process improvement program, companies should first understand the critical success factors so they can successfully advance their business objectives and increase adoption across the enterprise.
The document summarizes key findings from an IBM study on data center design best practices for operational efficiency. It found that 21% of clients have highly efficient data centers that allocate 50% more of their IT budget to new projects rather than maintenance. Characteristics of these centers include optimizing assets, designing flexibility, and using automation. The implications are to right-size capacity and availability for best return, design flexibility, optimize long-term expenses not just upfront costs. Analytics can be used to right-size capacity tailored to a company's business growth needs.
Data Center Operational Efficiency RoundtableHerb Hernandez
Presentation from April 19 webinar: Data Center Operational Efficiency Best Practices Video Roundtable. Featuring speakers from IBM, IDC and The NFL. http://bit.ly/LjNaHL
This paper will discuss how cloud is helping enterprises, governments and industries around the globe meet their current challenges through key value drivers.
This document discusses how to build a business case for data center transformation (DCT) to gain support from the C-suite. It recommends defining the current state of high costs and complexity, the future state of reduced costs and improved services through consolidation and standardization. The business case should show how DCT will reduce overall IT costs, shift spending to business priorities, and improve business continuity. Workshops are suggested to determine benefits, critical success factors, and clarify business and IT priorities to get projects started and gain stakeholder buy-in.
1) The document discusses convergence as a continuum to drive superior customer outcomes. It argues that convergence should optimize for both efficiency/agility and performance to meet different organizational needs.
2) Dell believes convergence should span infrastructure, operations, applications, and services. Dell offers solutions focused on both performance and efficiency/agility.
3) Convergence involves trade-offs and may be incomplete. Dell advocates for open, flexible architectures and interoperability between existing management solutions to fully realize the benefits of convergence.
Learn about IBM PureFlex System: The Future of Data center Management.The ‘Expert Integrated System’ delivers a combination of hardware, software and built-in expertise that makes implementing and applying the power of computing simpler, easier, faster and more effective than ever before.For more information, visit http://ibm.co/J7Zb1v.
This Aberdeen Group report charts how Enterprises are using mobility to help them create a better user environment using mobile devices and applications. The report also benchmarks the best in breed mobile enterprise applications.
North Star BlueScope Steel selected BIRT from Actuate to provide a unified business intelligence framework to improve operational efficiency and leverage their IBM Maximo system. BIRT allows them to integrate data from Maximo and other sources into interactive dashboards. This will empower employees with self-service reporting and facilitate timely decisions by management. A phased rollout will replace other reporting tools and provide BI to 350 employees and external users through Maximo, SharePoint, and dashboards.
HP is expanding its mission critical converged infrastructure with Project Odyssey. The project aims to modernize mission critical computing by bringing Integrity/HP-UX technology to x86 servers, extending HP's strategy. This will allow customers to do mission critical computing on their terms with a variety of operating systems and applications, providing flexibility and choice. Intel supports the project as continuing innovation in Itanium and Xeon will allow HP and Intel to deliver customer-driven mission critical solutions. Industry analysts and users have praised Project Odyssey as a smart move that promises gains for HP customers.
Restructure with less risk and more confidence. Business integration and its inherent transformational elements always present
a number of tough challenges as well as opportunities for the business as a
whole – e.g. deciding what the target operating model will look like and choosing
which systems best suit new ways of working. Lack of clarity with these new ways
of working can cause additional hurdles. For example, sometimes politics can
get in the way; with ‘pet’ systems chosen over those systems that actually fit the
target operating model and the desired culture of the merged organisations.
IBM offers decision support software like Cognos 8 and Cognos 10 to provide tools for business intelligence, planning, analysis, forecasting and performance management. This software integrates data, provides configurable frameworks for decision making and long term planning, and helps identify business drivers and performance factors. It promotes effortless information dissemination and analysis across organizations.
This document discusses eight key challenges to effective infrastructure management: 1) detecting and handling incidents and problems, 2) handling changes with minimal impact on availability, 3) preventing security problems, 4) using emerging technologies effectively, 5) maintaining software and firmware, 6) having indicators of status and trends, 7) having the right tools, and 8) deploying infrastructure rapidly. It provides tactics to address each challenge, with the goals of improving efficiency, reducing costs, and increasing business value through better infrastructure management. Outsourcing and managed services are presented as strategic options.
1) The document discusses considerations for building a private cloud, including leveraging the transformational power of cloud computing to enable new business models, deliver IT without boundaries, and improve business agility.
2) It recommends mapping current applications and services to a cloud deployment strategy to prioritize workloads for migration to private, public, or hybrid clouds.
3) The evolution from current infrastructure to a cloud-based delivery model is described, starting with virtualization and advancing to consumption-based metering and automation of service delivery.
Transcending Enterprise Boundaries: IT consolidation in an M&A deal, By Salil...HCL Infosystems
This document discusses the importance of IT in mergers and acquisitions. IT integration poses significant challenges and is one of the top integration risks. IT involvement is important throughout the deal cycle from due diligence to post-merger integration to identify challenges, risks, and opportunities for cost savings and synergies. The role of the CIO is also key to managing IT integration and ensuring business and IT objectives are aligned. CIOs must have strong business, technical, program management, and people skills to lead the IT integration effort.
The National Registration Department of
Malaysia (Jabatan Pendaftaran Negara
Malaysia, or JPN) is the government agency
responsible for registering important demographic
events. To expedite statistical queries
and requests for data extraction from governmental
entities, JPN custom-built an application
referred to as the Statistics and Data Extraction
Request Management System (SAL). Although
the application was designed to automatically
manage, calculate and distribute responses to
data requests, the underlying hardware platform
was woefully inadequate for the task and
frequently bogged down.
Ar Accelerating Converged Infrastructure With FlexpodMichael Hudak
IDC investigates the transformation of IT delivery in the datacenter and the emerging role of pretested solutions that focus on unified, shared infrastructure. The paper focuses on the advent of converged infrastructure solutions that simplify the deployment and management of virtualized environments spanning server, storage, and networking components. The paper then takes a closer look at the FlexPod datacenter solution offered by NetApp and Cisco, with a focus on the VMware vSphere design configuration. IDC examines the importance of professional services to delivering the solution and the key role of a collaborative support model aimed at streamlining the support process for customers and channel partners.
This independent survey was commissioned by
Savvis and conducted with 550 CIOs, IT Directors,
Heads of IT and Senior IT Managers of global large
enterprises based in the USA (200), UK (100),
Germany (100), Japan (50), Hong Kong (50) and
Singapore (50), and was completed in August
2012. The research was conducted by Vanson
Bourne, a research based technology marketing
consultancy offering clients analysis and advice
based on incisive, rigorous research into their
market environment. The research used a
combination of online fieldwork methodology and
telephone interviewing. All research carried out by
Vanson Bourne adheres to the latest MRS Code
of Conduct. Demographic detailing respondent
communities includes industry sector, country
in which the respondents were based, and size
of business.
This document discusses defining a blueprint for a smarter data center through flexibility, cost-effectiveness, and active monitoring and management. It outlines four ways to achieve this: 1) extending the life of existing infrastructure, 2) rationalizing infrastructure across the company through consolidation, 3) implementing flexible modular design, and 4) providing integrated IT and data center operations management. Analytics-based services can help assess infrastructure needs, model outcomes, automate processes, and manage operations to unlock greater value from data center investments. Case studies demonstrate benefits like reduced costs, deferred capital expenditures, and improved efficiency.
This document discusses how incorporating service management best practices across the entire service life cycle can help organizations transform IT resources into value. It recommends integrating development and operations teams throughout the life cycle, determining best practice processes, and integrating requirements from each process into each phase of the life cycle. Adopting this approach can help reduce costs and increase quality by automating deployments and solving problems before they impact customers. IBM service management solutions are discussed as a way to effectively govern service delivery and operations processes.
Cloud computing provides several key business benefits:
1) It lowers IT costs by increasing infrastructure utilization and automation.
2) It enables access to IT resources and applications on a flexible, "pay-as-you-go" basis.
3) It simplifies IT for end users by removing complexity and allowing access from any device.
Cloud adoption strategies vary depending on a company's size and industry dynamics, but cloud pilots can help organizations understand how cloud may address their business needs in a low-risk way.
This white paper discusses how cloud computing can drive value for enterprises by lowering IT costs and enabling innovation. Some key points:
1) Cloud computing provides on-demand, scalable access to computing resources and enables a pay-per-use model that can significantly lower both capital and operating costs for IT compared to maintaining physical infrastructure.
2) Standardizing applications and infrastructure on cloud platforms further drives down costs through improved efficiency and reduced complexity.
3) In addition to cost savings, cloud also allows organizations to innovate faster, access new markets more easily, and optimize existing IT investments through an elastic, globally available environment.
IBM Global Technology Services: Partnering for Better Business OutcomesIBM Services
IBM can help you take advantage of the changes in technology – including Cloud, Social, Mobile, and Analytics – and devise the right partnering strategy to drive innovation for your organization.
The document summarizes key findings from an IBM study on data center design best practices for operational efficiency. It found that 21% of clients have highly efficient data centers that allocate 50% more of their IT budget to new projects rather than maintenance. Characteristics of these centers include optimizing assets, designing flexibility, and using automation. The implications are to right-size capacity and availability for best return, design flexibility, optimize long-term expenses not just upfront costs. Analytics can be used to right-size capacity tailored to a company's business growth needs.
Data Center Operational Efficiency RoundtableHerb Hernandez
Presentation from April 19 webinar: Data Center Operational Efficiency Best Practices Video Roundtable. Featuring speakers from IBM, IDC and The NFL. http://bit.ly/LjNaHL
This paper will discuss how cloud is helping enterprises, governments and industries around the globe meet their current challenges through key value drivers.
This document discusses how to build a business case for data center transformation (DCT) to gain support from the C-suite. It recommends defining the current state of high costs and complexity, the future state of reduced costs and improved services through consolidation and standardization. The business case should show how DCT will reduce overall IT costs, shift spending to business priorities, and improve business continuity. Workshops are suggested to determine benefits, critical success factors, and clarify business and IT priorities to get projects started and gain stakeholder buy-in.
1) The document discusses convergence as a continuum to drive superior customer outcomes. It argues that convergence should optimize for both efficiency/agility and performance to meet different organizational needs.
2) Dell believes convergence should span infrastructure, operations, applications, and services. Dell offers solutions focused on both performance and efficiency/agility.
3) Convergence involves trade-offs and may be incomplete. Dell advocates for open, flexible architectures and interoperability between existing management solutions to fully realize the benefits of convergence.
Learn about IBM PureFlex System: The Future of Data center Management.The ‘Expert Integrated System’ delivers a combination of hardware, software and built-in expertise that makes implementing and applying the power of computing simpler, easier, faster and more effective than ever before.For more information, visit http://ibm.co/J7Zb1v.
This Aberdeen Group report charts how Enterprises are using mobility to help them create a better user environment using mobile devices and applications. The report also benchmarks the best in breed mobile enterprise applications.
North Star BlueScope Steel selected BIRT from Actuate to provide a unified business intelligence framework to improve operational efficiency and leverage their IBM Maximo system. BIRT allows them to integrate data from Maximo and other sources into interactive dashboards. This will empower employees with self-service reporting and facilitate timely decisions by management. A phased rollout will replace other reporting tools and provide BI to 350 employees and external users through Maximo, SharePoint, and dashboards.
HP is expanding its mission critical converged infrastructure with Project Odyssey. The project aims to modernize mission critical computing by bringing Integrity/HP-UX technology to x86 servers, extending HP's strategy. This will allow customers to do mission critical computing on their terms with a variety of operating systems and applications, providing flexibility and choice. Intel supports the project as continuing innovation in Itanium and Xeon will allow HP and Intel to deliver customer-driven mission critical solutions. Industry analysts and users have praised Project Odyssey as a smart move that promises gains for HP customers.
Restructure with less risk and more confidence. Business integration and its inherent transformational elements always present
a number of tough challenges as well as opportunities for the business as a
whole – e.g. deciding what the target operating model will look like and choosing
which systems best suit new ways of working. Lack of clarity with these new ways
of working can cause additional hurdles. For example, sometimes politics can
get in the way; with ‘pet’ systems chosen over those systems that actually fit the
target operating model and the desired culture of the merged organisations.
IBM offers decision support software like Cognos 8 and Cognos 10 to provide tools for business intelligence, planning, analysis, forecasting and performance management. This software integrates data, provides configurable frameworks for decision making and long term planning, and helps identify business drivers and performance factors. It promotes effortless information dissemination and analysis across organizations.
This document discusses eight key challenges to effective infrastructure management: 1) detecting and handling incidents and problems, 2) handling changes with minimal impact on availability, 3) preventing security problems, 4) using emerging technologies effectively, 5) maintaining software and firmware, 6) having indicators of status and trends, 7) having the right tools, and 8) deploying infrastructure rapidly. It provides tactics to address each challenge, with the goals of improving efficiency, reducing costs, and increasing business value through better infrastructure management. Outsourcing and managed services are presented as strategic options.
1) The document discusses considerations for building a private cloud, including leveraging the transformational power of cloud computing to enable new business models, deliver IT without boundaries, and improve business agility.
2) It recommends mapping current applications and services to a cloud deployment strategy to prioritize workloads for migration to private, public, or hybrid clouds.
3) The evolution from current infrastructure to a cloud-based delivery model is described, starting with virtualization and advancing to consumption-based metering and automation of service delivery.
Transcending Enterprise Boundaries: IT consolidation in an M&A deal, By Salil...HCL Infosystems
This document discusses the importance of IT in mergers and acquisitions. IT integration poses significant challenges and is one of the top integration risks. IT involvement is important throughout the deal cycle from due diligence to post-merger integration to identify challenges, risks, and opportunities for cost savings and synergies. The role of the CIO is also key to managing IT integration and ensuring business and IT objectives are aligned. CIOs must have strong business, technical, program management, and people skills to lead the IT integration effort.
The National Registration Department of
Malaysia (Jabatan Pendaftaran Negara
Malaysia, or JPN) is the government agency
responsible for registering important demographic
events. To expedite statistical queries
and requests for data extraction from governmental
entities, JPN custom-built an application
referred to as the Statistics and Data Extraction
Request Management System (SAL). Although
the application was designed to automatically
manage, calculate and distribute responses to
data requests, the underlying hardware platform
was woefully inadequate for the task and
frequently bogged down.
Ar Accelerating Converged Infrastructure With FlexpodMichael Hudak
IDC investigates the transformation of IT delivery in the datacenter and the emerging role of pretested solutions that focus on unified, shared infrastructure. The paper focuses on the advent of converged infrastructure solutions that simplify the deployment and management of virtualized environments spanning server, storage, and networking components. The paper then takes a closer look at the FlexPod datacenter solution offered by NetApp and Cisco, with a focus on the VMware vSphere design configuration. IDC examines the importance of professional services to delivering the solution and the key role of a collaborative support model aimed at streamlining the support process for customers and channel partners.
This independent survey was commissioned by
Savvis and conducted with 550 CIOs, IT Directors,
Heads of IT and Senior IT Managers of global large
enterprises based in the USA (200), UK (100),
Germany (100), Japan (50), Hong Kong (50) and
Singapore (50), and was completed in August
2012. The research was conducted by Vanson
Bourne, a research based technology marketing
consultancy offering clients analysis and advice
based on incisive, rigorous research into their
market environment. The research used a
combination of online fieldwork methodology and
telephone interviewing. All research carried out by
Vanson Bourne adheres to the latest MRS Code
of Conduct. Demographic detailing respondent
communities includes industry sector, country
in which the respondents were based, and size
of business.
This document discusses defining a blueprint for a smarter data center through flexibility, cost-effectiveness, and active monitoring and management. It outlines four ways to achieve this: 1) extending the life of existing infrastructure, 2) rationalizing infrastructure across the company through consolidation, 3) implementing flexible modular design, and 4) providing integrated IT and data center operations management. Analytics-based services can help assess infrastructure needs, model outcomes, automate processes, and manage operations to unlock greater value from data center investments. Case studies demonstrate benefits like reduced costs, deferred capital expenditures, and improved efficiency.
This document discusses how incorporating service management best practices across the entire service life cycle can help organizations transform IT resources into value. It recommends integrating development and operations teams throughout the life cycle, determining best practice processes, and integrating requirements from each process into each phase of the life cycle. Adopting this approach can help reduce costs and increase quality by automating deployments and solving problems before they impact customers. IBM service management solutions are discussed as a way to effectively govern service delivery and operations processes.
Cloud computing provides several key business benefits:
1) It lowers IT costs by increasing infrastructure utilization and automation.
2) It enables access to IT resources and applications on a flexible, "pay-as-you-go" basis.
3) It simplifies IT for end users by removing complexity and allowing access from any device.
Cloud adoption strategies vary depending on a company's size and industry dynamics, but cloud pilots can help organizations understand how cloud may address their business needs in a low-risk way.
This white paper discusses how cloud computing can drive value for enterprises by lowering IT costs and enabling innovation. Some key points:
1) Cloud computing provides on-demand, scalable access to computing resources and enables a pay-per-use model that can significantly lower both capital and operating costs for IT compared to maintaining physical infrastructure.
2) Standardizing applications and infrastructure on cloud platforms further drives down costs through improved efficiency and reduced complexity.
3) In addition to cost savings, cloud also allows organizations to innovate faster, access new markets more easily, and optimize existing IT investments through an elastic, globally available environment.
IBM Global Technology Services: Partnering for Better Business OutcomesIBM Services
IBM can help you take advantage of the changes in technology – including Cloud, Social, Mobile, and Analytics – and devise the right partnering strategy to drive innovation for your organization.
Strategic Alignment Model presentation JamesDempsey1
The document discusses strategic alignment and the strategic alignment model. It describes the strategic alignment model as having four domains: business strategy, IT strategy, business infrastructure, and IT infrastructure. These domains must be aligned for an organization to effectively leverage IT for business goals. Alignment ensures the internal and external aspects of the organization work together harmoniously through strategic fit and functional integration.
Netmagic solutions, leading IT Managed service provider with Data centers & Cloud Computing in India fulfills your entire IT infrastructure requirements: from collocation services to dedicated hosting, diaster recovery & data Storage solutions.
IBM's Transformation from Project to Program and Portfolio Management Member Content
- by William C. Britton, PMP
IBM Certified Executive Project Manager
To succeed, a number of project management processes, policies, and organizational constructs were established or reinforced to ensure consistent excellence in service delivery.
This document discusses the expanding role of service management in driving business innovation. Service management is taking on a greater role by encompassing the full service lifecycle, including IT operations, development, and understanding business requirements. Effective governance and an integrated service management framework can help ensure IT decisions are aligned with business objectives and deliver maximum value. This allows IT to better focus on creating value through new projects and services, while managing value through efficient and cost-effective operations.
The document discusses the importance of taking a strategic approach to information infrastructure in order to align it with business objectives. It notes that a strategic infrastructure can deliver scalability, flexibility and secure access to information. It provides an overview of key considerations like accommodating workforce trends, leveraging cloud technologies, and the role of the CIO. The document then outlines some business outcomes of a strategic infrastructure approach, such as accommodating a mobile workforce, building flexibility, focusing IT resources, and handling security issues. It also discusses best practices derived from Ricoh's engagements with customers.
Green, Governance and Growth are the three quintessential features for a next generation data center; resulting in lower cost, better industry compliance and contribution to overall business growth.
HCL and EMC have joined hands to provide G3 data centers in post recession era helping CIOs to transform their Data Centers.
"Enterprise applications support the daily operations of a business, which means that
they are vital to its ability to generate revenue and profit growth — and to account for
it. Whether those applications support a supply chain, general accounting, personnel
management, or customer relationship management, they must be available to end
users and must be accessible enough to create ""snapshots"" of the business on a
daily, hourly, or, in some cases, near-real-time basis."
This document provides a four-step process for creating a business plan and roadmap for transforming a contact center to an IP/SIP environment. The four steps are: 1) Assess the current state of people, processes and technology; 2) Determine the ideal future state based on business strategies; 3) Analyze gaps between the current and ideal states; 4) Build a transformation roadmap that provides a phased plan and measurable goals to move from the current to ideal state. Developing an ROI-based business case is also important to obtain approval and funding for the transformation project.
Governance and the Cloud
After a few years of hype, Cloud is now becoming part of the mainstream enterprise IT landscape. As with any technology or technology model, uptake demands compliance mechanisms. If you rely on something, you must have the rules and metrics required to set the standards of performance, usage and return.
In this white paper, Getronics examines cloud governance, with particular focus on how cloud-specific governance becomes an integral element of overall IT and business governance models.
SHAMOUN MALEK - Resume, Update Nov 2015Malek Shamoun
The document provides a summary of Malek Shamoun's experience and qualifications as a business-focused information technology executive. It outlines his expertise in diverse technologies including cloud computing, ERP systems, business intelligence, and collaboration tools. It also highlights his experience leading IT operations and strategy for companies in various industries ranging from $8M to $600M in size while driving efficiency, cost savings, and competitive advantage through technology.
This document announces an executive data management workshop featuring case studies and best practices. The workshop will demonstrate solutions for improving sales force efficiencies, business segment profitability, regulatory reporting, IT application sustainability, and commodities trading through approaches like master data management, data standardization, data quality initiatives, and data integration. Attendees will learn how to advance their organization's data management capabilities and maturity through real-world examples and experiences shared. The event will be held on June 5, 2009 at the Woodbridge Hilton in Woodbridge, New Jersey.
This whitepaper discusses how cloud adoption provides benefits beyond just financial return on investment (ROI). Moving to the cloud allows IT teams to focus less on managing infrastructure and more on innovation and strategic initiatives that can improve business operations. The cloud enables quicker application delivery and increased employee productivity, leading to greater business agility and competitive advantage over time. While cost savings are important, cloud computing allows for continuous business transformation through new ideas implemented by a more creative IT organization.
In August 2001, Micro Focus needed to build a new independent business applications infrastructure. Whilst the company assessed the benefits of a number of CRM vendors’ technologies, the decision to build the new infrastructure on the Pivotal CRM platform was heavily driven.
Business Case on Leveraging convergence within IT, to simplify technology management, save costs and automate the delivery of services to business users
The new role of CIO, Borut Kolmanič, S&T SlovenijaS&T GROUP
The document discusses the changing role of the CIO. It notes that business demands are increasing while IT budgets are flat, and that CIOs must focus on both running IT operations and enabling business change. To succeed, CIOs need business knowledge, executive support, communication skills, and the ability to select projects that balance quick wins with long-term impacts. The document recommends CIOs optimize costs through services like cloud computing and outsourcing, create IT strategies aligned with business goals, and develop expertise in change management to help business processes change before implementing new technologies.
Similar to Data center flexibility and efficiency: increasing the business value of IT (20)
This IBM Redpaper provides a brief overview of OpenStack and a basic familiarity of its usage with the IBM XIV Storage System Gen3. The illustration scenario that is presented uses the OpenStack Folsom release implementation IaaS with Ubuntu Linux servers and the IBM Storage Driver for OpenStack. For more information on IBM Storage Systems, visit http://ibm.co/LIg7gk.
Visit http://bit.ly/KWh5Dx to 'Follow' the official Twitter handle of IBM India Smarter Computing.
Learn how all flash needs end to end Storage efficiency. For more information on IBM FlashSystem, visit http://ibm.co/10KodHl.
Visit http://bit.ly/KWh5Dx to 'Follow' the official Twitter handle of IBM India Smarter Computing.
Learn about vSphere Storage API for Array Integration on the IBM Storwize family. IBM Storwize V7000 Unified combines the block storage capabilities of Storwize V7000 with file storage capabilities into a single system for greater ease of management and efficiency. For more information on IBM Storage Systems, visit http://ibm.co/LIg7gk.
Visit http://bit.ly/KWh5Dx to 'Follow' the official Twitter handle of IBM India Smarter Computing.
Learn about IBM FlashSystem 840 and its complete product specification in this Redbook. FlashSystem 840 provides scalable performance for the most demanding enterprise class applications. IBM FlashSystem 840 accelerates response times with IBM MicroLatency to enable faster decision making. For more information on IBM FlashSystem, visit http://ibm.co/10KodHl.
Visit http://on.fb.me/LT4gdu to 'Like' the official Facebook page of IBM India Smarter Computing.
Learn about the IBM System x3250 M5,.The x3250 M5 offers the following energy-efficiency features to save energy, reduce operational costs, increase energy availability, and contribute to a green environment, energy-efficient planar components help lower operational costs. For more information on System x, visit http://ibm.co/Q7m3iQ.
http://www.scribd.com/doc/210746104/IBM-System-x3250-M5
This Redbook talks about the product specification of IBM NeXtScale nx360 M4. The NeXtScale nx360 M4 server provides a dense, flexible solution with a low total cost of ownership (TCO). The half-wide, dual-socket NeXtScale nx360 M4 server is designed for data centers that require high performance but are constrained by floor space. For more information on System x, visit http://ibm.co/Q7m3iQ.
http://www.scribd.com/doc/210745680/IBM-NeXtScale-nx360-M4
The IBM System x3650 M4 HD is a (1) 2-socket 2U rack-optimized server that supports up to 32 internal drives and features an innovative design for optimal performance, uptime, and dense storage. It offers (2) excellent reliability, availability, and serviceability for improved business environments. The server is (3) designed for easy deployment, integration, service, and management.
Here are the product specification for IBM System x3300 M4. This product can be managed remotely.The x3300 M4 server contains IBM IMM2, which provides advanced service-processor control, monitoring, and an alerting function. The IMM2 lights LEDs to help you diagnose the problem, records the error in the event log, and alerts you to the problem. For more information on System x, visit http://ibm.co/Q7m3iQ.
Visit http://on.fb.me/LT4gdu to 'Like' the official Facebook page of IBM India Smarter Computing.
Learn about IBM System x iDataPlex dx360 M4. IBM System x iDataPlex is an innovative data center solution that maximizes performance and optimizes energy and space efficiency. The iDataPlex solution provides customers with outstanding energy and cooling efficiency, multi-rack level manageability, complete flexibility in configuration, and minimal deployment effort. For more information on System x, visit http://ibm.co/Q7m3iQ.
http://www.scribd.com/doc/210744055/IBM-System-x-iDataPlex-dx360-M4
The IBM System x3500 M4 server provides powerful and scalable performance for business applications in an energy efficient tower or rack design. It features the latest Intel Xeon E5-2600 v2 or E5-2600 processors with up to 24 cores, 768GB RAM, 32 hard drives, and 8 PCIe slots. Comprehensive systems management tools and redundant components help ensure high availability, while its small footprint and 80 Plus Platinum power supplies reduce data center costs.
Learn about system specification for IBM System x3550 M4. The x3550 M4 offers numerous features to boost performance, improve scalability, and reduce costs. Improves productivity by offering superior system performance with up to 12-core processors, up to 30 MB of L3 cache, and up to two 8 GT/s QPI interconnect links. For more information on System x, visit http://ibm.co/Q7m3iQ.
Learn about IBM System x3650 M4. The x3650 M4 is an outstanding 2U two-socket business-critical server, offering improved performance and pay-as-you grow flexibility along with new features that improve server management capability. For more information on System x, visit http://ibm.co/Q7m3iQ.
http://www.scribd.com/doc/210741926/IBM-System-x3650-M4
Learn about the product specification of IBM System x3500 M3. System x3500 M3 has an energy-efficient design which works in conjunction with the IMM to govern fan rotation based on the readings that it delivers. This saves money under normal conditions because the fans do not have to spin at high speed. For more information on System x, visit http://ibm.co/Q7m3iQ.
http://www.scribd.com/doc/210741626/IBM-System-x3500-M3
Learn about IBM System x3400 M3. The x3400 M3 offers numerous features to boost performance and reduce costs, x3400 M3 has the ability to grow with your application requirements with these features. Powerful systems management features simplify local and remote management of the x3400 M3. For more information on System x, visit http://ibm.co/Q7m3iQ.
Visit http://on.fb.me/LT4gdu to 'Like' the official Facebook page of IBM India Smarter Computing.
Learn about IBM System 3250 M3 which is a single-socket server that offers new levels of performance and flexibility
to help you respond quickly to changing business demands. Cost-effective and compact, it is well suited to small to mid-sized businesses, as well as large enterprises. For more information on System x, visit http://ibm.co/Q7m3iQ.
http://www.scribd.com/doc/210740347/IBM-System-x3250-M3
Learn about IBM System x3200 M3 and its specifications. The System x3200 M3 features easy installation and management with a rich set of options for hard disk drives and memory. The efficient design helps to save energy and provide a better work environment with less heat and noise. For more information on System x, visit http://ibm.co/Q7m3iQ.
http://www.scribd.com/doc/210739508/IBM-System-x3200-M3
Learn about the configuration of IBM PowerVC. IBM PowerVC is built on OpenStack that controls large pools of server, storage, and networking resources throughout a data center. IBM Power Virtualization Center provides security services that support a secure environment. Installation requires just 20 minutes to get a virtual machine up and running. For more information on Power Systems, visit http://ibm.co/Lx6hfc.
Visit http://on.fb.me/LT4gdu to 'Like' the official Facebook page of IBM India Smarter Computing.
Learn about Ibm POWER7 Virtualization Performance. PowerVM Lx86 is a cross-platform virtualization solution that enables the running of a wide range of x86 Linux applications on Power Systems platforms within a Linux on Power partition without modifications or recompilation of the workloads. For more information on Power Systems, visit http://ibm.co/Lx6hfc.
http://www.scribd.com/doc/210734237/A-Comparison-of-PowerVM-and-Vmware-Virtualization-Performance
This reference architecture document describes deploying the VMware vCloud Enterprise Suite on the IBM PureFlex System hardware platform. Key points:
- The vCloud Suite software provides components for managing and delivering cloud services, while the IBM PureFlex System provides an integrated hardware platform in a single chassis.
- The reference architecture focuses on installing the vCloud Suite management components as virtual machines on an ESXi host to manage consumer resources.
- The IBM PureFlex System provides servers, networking, and storage in a single chassis that can then be easily scaled out. This standardized deployment accelerates provisioning of cloud infrastructure.
- Deployment considerations cover systems management using IBM Flex System Manager, server, networking, storage configurations
Learn how x6: The sixth generation of EXA Technology is fast, agile and Resilient for Emerging Workloads from Alex Yost. Vice President, IBM PureSystems and System x
IBM Systems and Technology Group. x6 drives cloud and big data for enterprises by achieving insight faster thereby outperforming competitors. For more information on System x, visit http://ibm.co/Q7m3iQ.
http://www.scribd.com/doc/210715795/X6-The-sixth-generation-of-EXA-Technology
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
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How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...
Data center flexibility and efficiency: increasing the business value of IT
1. IBM Global Technology Services February 2012
Thought Leadership White Paper
Data center flexibility and efficiency:
increasing the business value of IT
Increasing demand for services provides opportunities to simplify operations
2. 2 Data center flexibility and efficiency: increasing the business value of IT
Contents been reduced from more than 15,000 to 4,700. The result?
From 2006 to 2011, IT transformation and optimization efforts
2 Introduction yielded US$1.25 billion in savings.
2 Building consensus: asking the right questions for
the business Global data center integration has also allowed IBM to improve
operational efficiencies by increasing security and resilience,
3 Crafting the strategy: discovery and analysis
mitigating risk and delivering applications and information to
4 Turning plan into reality: continuous transformation employees in ways that increase productivity and collaboration,
execution while providing the building blocks for further innovation.
9 The results: savings and improvements
Of course, no business environment remains static. Continual
10 What comes next: plans for the future refinement of the global data center strategy is needed to
10 Applying the lessons respond successfully to changing business needs that range
from regulatory requirements to new acquisitions to enhanced
11 End rewards for the CIO customer relations.
11 For more information
This white paper outlines the steps IBM has taken to update
our data center strategy, build a unified plan and execute against
Introduction that plan. This paper also examines the end results, plans for
Cost reduction. It allows organizations to survive tough years the future, and best practices uncovered along the way. For
and increase profits during good years. It provides an opportu- IT executives who are looking to re-engineer their strategies
nity to innovate, as well—becoming the vehicle through which and processes to create tighter global integration with business
IT executives discover new ways to restructure for growth to needs, the information in this white paper can be leveraged to
respond to changing business requirements more quickly, help create an integrated data center strategy and plan, reduce
improving service quality along the way. costs and improve enterprise-wide ability to adapt to change.
Cost reduction was the original impetus behind IBM’s efforts to Building consensus: asking the right
integrate our internal data centers around the globe. The pro-
questions for the business
cess started in 1997, when IBM created a global office of the
In 2009, an IBM Academy of Technology study made it clear
CIO, transferring governance from a geography-centric model
that IBM needed to continue to improve the alignment of tacti-
to a centralized one that encompasses all IT services for all
cal data center initiatives with strategic goals in order to opti-
employees. In the ten years from 1997 to 2007, IBM has seen
mize business performance. Definitions of what comprised a
significant improvements in operational costs and efficiencies
strategic data center, the business logic used in selecting the
as a result. Hosting data centers have been consolidated from
data centers, as well as the required services and capabilities,
155 to five strategic sites, 31 networks have been combined into
needed to be documented to allow IBM to achieve more opera-
one globally managed network and deployed applications have
tional flexibility.
3. IBM Global Technology Services 3
With more than 400,000 employees accessing data and applica- own data center strategy may be different, but will still help
tions that were known to be running outside of strategic data you build tight linkages between business strategies and
centers due to acquisitions, organic growth and skunk works technical execution.
projects all over the globe, it was important to choose a manage-
able starting place to update IBM’s data center strategy. Decision model tenets
●● All data centers should be governed under a single, globally
In order to help overcome stakeholder’s assertions that data cen- integrated technology delivery model
ters needed to be located within each geographic region, the ●● To assure the highest value to the business, total cost of
office of the CIO hired “outside” data center strategy experts ownership (TCO) should be measured at a global corporate
from IBM Site and Facilities Services. This team works with level, not by individual workload, application or data center
clients to use objective, fact-based tools and analytics to guide ●● Appropriate business continuity and security measures should
executive agreement on the decision model that is used to make be applied across all data centers—matching measures to the
strategy recommendations. This allowed the office of the CIO criticality of data and applications within each server
to engage key owners during the analysis process—increasing ●● Location of workloads should be determined by overall
stakeholders’ confidence that their individual needs were being business objectives and data center efficiency, not by the user
met in a way that provided optimal value to IBM as a whole. or asset “owner.”
The Site and Facilities Services experts reached across all of the Crafting the strategy: discovery and
groups involved to solicit input and discuss over 300 potential analysis
decision criteria, arriving at a universally agreed upon set of key
Taking inventory
criteria that provided the best direction for the business. For
One of the tactics recommended as part of the globally inte-
IBM, these items focus on aspects of responsibility, financial
grated governance model was the development and execution of
requirements, workload and governance and provide clear and
a process for maintaining a current and accurate inventory of
overarching executive guidance that enables the technical teams
servers, data and applications—and their locations. This pro-
to execute with a high level of confidence that the results will
vided the input needed to determine which data centers to hold
link positively to IBM’s business strategy. As each organization
or vacate. Priority was given to establishing an accurate and up-
has different business strategies, the criteria developed for your
to-date inventory of every asset in use within the specified scope
for North America and Europe before expanding to include Asia
Pacific and Latin America.
4. 4 Data center flexibility and efficiency: increasing the business value of IT
An accurate global inventory was harder to achieve than antici- data center integration strategy and associated processes that
pated as inventory databases did not always contain applications would achieve the goal of enhanced flexibility through optimiza-
that were created and maintained outside the office of the CIO, tion. Important strategic elements included:
and did not count servers which had been provisioned by indi-
vidual business units—often outside of raised-floor space in the ●● Site selection for target migrations based on overall
identified data center sites. IBM business needs. Three strategic, global data centers
would support 80 percent of the application portfolio. The
The Site and Facilities Services experts applied the time-tested remaining portfolio, including unique workloads to support
rule that says that 80 percent of an organization’s applications manufacturing and regional requirements for security and
are generally delivered via 20 percent of the data center capacity. privacy, would be housed in special-purpose data centers
They started with the largest locations where internal IBM data located to match the assets housed.
and applications were located, and then worked out until they ●● Growth in the strategic data centers would be optimized by
had covered all the locations in scope. virtualizing servers and recovering existing space consumed by
aged and/or redundant servers.
Whenever possible, the identification of applications and infra- ●● Existing data centers would be vacated as indicated to mitigate
structure was automated using the enterprise portfolio registry, risk of critical applications being housed in less resilient or
server security database (mixed address database) or the applica- secure locations and consolidating expenses to the strategic
tion inventory process and repository utilizing Tivoli® data centers.
Application Dependency Discovery Manager (TADDM) and ●● A continually updated service catalog would be established to
Cognos® business intelligence reporting. Purpose-built analysis help assure end-to-end IT service management, allowing the
tools developed by IBM Research helped speed up the process, right level of hosting support and services to be applied to all
along with helping to assure that all servers, applications and assets.
data were properly examined and accounted for. Information
captured included the server count by type, data and applications Turning plan into reality: continuous
on each server and whether each server platform was the most transformation execution
efficient one for the associated assets. Information on server real With the strategy and decision model tenets established, the
estate (in square feet), energy usage and network connectivity office of the CIO executed the processes as shown in Figure 1 to
was also captured. simplify the data center infrastructure and manage the associated
services. This was accomplished by focusing on four major areas:
Building the data center strategy
migration and consolidation, storage growth, flexible delivery
Once accurate and up-to-date inventory information was avail-
and end-to-end service management.
able, this information was filtered through the key decision
model tenets (see the “Building consensus” section) to create a
5. IBM Global Technology Services 5
In IBM’s data center strategy, technology and business requirements work hand-in-hand
and are continually reviewed for flexibility and efficiency
Build consensus
Balance business requirements
• Enable business growth
• Ensure application availability
• Improve operational efficiency
Craft data center strategy
Decision model tenets
• One globally integrated technology delivery model
• TCO measured at global level
• Continuity and security applied to each data center,
matching measures to data/application criticality
• Location of workloads determined by business
objectives and data center efficiency
Execute per technology objectives
Continuous transformation
Manage the services
• Create end-to-end IT service management with
standard services
Simplify the infrastructure
• Migrate and consolidate servers
• Manage storage growth
Achieve flexible service delivery
• Server type matched to data/application needs —
x86, UNIX, mainframe
• Cloud delivery where applicable
Figure 1: By applying consistent governance and processes through the data center consolidation project—and continually closing the loop by evaluating results
against the decision model and strategy—IBM has been able to fully leverage the opportunities presented by optimization.
6. 6 Data center flexibility and efficiency: increasing the business value of IT
Migrate and consolidate to best-fit platform “Fit for purpose” were the bywords when making application
One of the most significant ways to minimize capital expendi- consolidation decisions. Is the application currently being used
tures and measure total cost of ownership (TCO) savings at a to access and work with data the best fit from both a user and
corporate level was to migrate and consolidate workloads to the corporate perspective? Is a newer, more effective version of the
best-fit platform. Specific workload recommendations from the application already available within the organization? Is there a
strategy team were used during execution, including: standardized application that can do as good a job, or better?
●● To deliver optimal efficiency and cost savings, virtualization Based on the fit-for-purpose evaluation, decisions were made to
should be the standard keep or retire existing applications, with retained applications
●● Utilization of each data center should be maximized to avoid being made more widely available and consistent through virtu-
unnecessary expenditures or new capacity alization and relocation into one of the strategic data centers.
●● Automation and processing tools should be used to minimize
conversion costs While consolidating workloads takes hard work and expertise,
●● Optimal TCO can be achieved by eliminating redundant, IBM has found that the results are well worth the effort. Since
overlapping or similar IT services. the project’s beginning, scope has increased from 3,900 servers
to over 15,000 with significant advances in efficiency. Results
With the data center inventory in hand, the execution team was through the end of 2011 are as follows:
able to eliminate significant up-front effort by contacting appli-
cation owners to sunset applications and decommission servers ●● Over 6,500 servers have been consolidated and virtualized,
that were no longer in use. Initially, over 500 servers in 377 cities bringing the total number of servers virtualized to 65 percent
were found in the wild—belonging to an individual location or of the total inventory. When the 2015 roadmap is completed,
business unit and operating outside strategic data centers. As the 90 percent of the total servers will be virtualized.
team expanded their focus to include Latin America and Asia ●● TCO has been reduced by a dramatic 70 percent—achieved
Pacific, they found that nearly 30 percent of the application by increasing average utilization from 10 to 60 percent and
portfolio and equipment could be retired—avoiding the costs resulting in approximately US$50 million in total cost
associated with migration and virtualization. The remaining take-out and US$100 million in savings.
servers and applications are to be migrated to the strategic data ●● Contribution to IBM’s environmental savings has been
centers that will support 80 percent of the application portfolio enhanced, with over 30,000 megawatts of energy saved per
or to the special-purpose data centers. year and 74,000 square feet of floor space returned to the
business.
The team knew from prior consolidation efforts that a work- ●● Enhanced migration efficiency with the average migration
load-centric view of the data center would prioritize the low- time being improved by 55 percent—taking 90 instead of
hanging fruit, but would fail to optimize floor space and leave a 200 days—along with a 72 percent reduction in migration
Swiss-cheese-like pattern of missed servers. Instead, the team costs per server.
used a location-centric view of the migrations—literally using
yellow caution tape to delineate the servers in scope within an
individual data center. This enabled the elimination of data
center fixed infrastructure to drive further benefits.
7. IBM Global Technology Services 7
Manage the explosive growth in storage foundation to leverage cloud technologies for rapid and f lexible
With over 10 petabytes of storage in production use and deployment of resources and accelerated and efficient service
15 petabytes allocated for backup, managing the projected delivery. For IBM’s internal data centers, the adoption of cloud
25 percent compound growth in storage at flat cost is an integral is shaped by workload affinity and characteristics and deployed
part of achieving the optimization and TCO objective. Smarter on a best-fit basis across all delivery models and platforms.
information lifecycle management (ILM) techniques and essen-
tial storage technologies are a key part of IBM’s execution Virtualized private cloud has been selected for workloads that
tactics to: are suitable for virtualization, but require a more robust level of
security and control than can be supplied in a public cloud envi-
●● Reduce volume of data to be stored via advanced techniques ronment. Examples include workloads that depend on sensitive
for compression and de-duplication data normally restricted to the enterprise, workloads composed
●● Maximize utilization of available storage through virtualization of multiple codependent services, and those requiring a higher
and thin provisioning level of auditability and accountability. Other candidates for vir-
●● Achieve the right balance between efficiency of data access tualized private cloud include workloads based on third-party
and storage cost through automated tiering and migration. software which does not have a virtualization or cloud-aware
licensing strategy, those that require detailed chargeback or
Applying storage tiering to identify the correct data placement— utilization measurement and workloads requiring flexibility
and managing the migration using automation and tiering tools and customization.
developed by IBM Research—IBM has been able to achieve
orders-of-magnitude improvement in storage efficiency. For Virtualized public cloud has been chosen for workloads such as
example, migrating 57 terabytes of data now takes just six hours, web infrastructure applications (wikis and blogs), email and col-
instead of the previous 235 hours—a 98 percent reduction in laboration workloads, development and test workloads, batch
time and effort. processing jobs with limited security requirements and Software
as a Service (SaaS) applications. Other virtualized public cloud
Flexible service delivery with cloud candidates include high-performance computing workloads with
The workload recommendations, centered on flexibility of loca- low security requirements, storage-intensive workloads with low
tion, directed that applications be coded to avoid tying them to a security requirements, and secure offsite backup/restore solu-
specific infrastructure location or platform. Along with making tions for data protection and disaster recovery.
virtualization a standard for implementation, this sets up the
8. 8 Data center flexibility and efficiency: increasing the business value of IT
The benefits of deploying cloud within IBM’s internal data ●● Management of all data centers should utilize a consistent set
centers have been significant, including: of tools to allow for maintenance and support efficiencies.
●● Equitable billings for service should be assured to encourage
●● For development and testing—the time to set up an image has users to seek more effective ways to store and manage their
been reduced from five people-days to just one. As a result, data and applications.
over 100 new server images per month are provisioned.
Nearly 100 percent of the requests for server provisioning/ The establishment of a single point of governance within the
de-provisioning are coming through the development and office of the CIO over a decade ago paved the way for imple-
test cloud as opposed to the previous manual-build request mentation of enterprise-wide IT service management (ITSM)
process. This improves the speed, flexibility and level of for internal workloads. ITSM shifts the focus from one-off
self-service. Complementing this is a 50 percent reduction builds and stand-alone applications to standardized services
in IT labor cost and a 75 percent improvement in capital and end-to-end integration of the portfolio. Rather than a focus
utilization. on service level agreements (SLAs) for individual applications
●● For the desktop—tailored thin clients (customized by role) are and siloed cost management, ITSM provides for the use of key
being deployed to 2,000 users in our China development labs business process service level objectives (SLOs) and the ability
running on a private desktop cloud, with plans to expand to an to measure—and reduce—total cost of ownership organization-
additional 2,000 users for an estimated 20 to 30 percent wide. As a result, top priority can now be put on relevance to
savings per user. the business, rather than the performance of individual parts
●● For storage—automated self-service provisioning, flexible of the infrastructure. The goal is to support 80 percent of the
pricing, elastic capacity and advanced virtualization supports application portfolio with standard services in a single catalog.
over 130,000 users accessing email, collaboration and other
applications. No longer are all applications treated the same and given the
same level of support. Instead, they are classified by criticality
End-to-end IT service management and level of support needed, allowing a corresponding match
Four workload recommendations drove the improvements in the in service. Application owners select from one of four levels of
end-to-end IT service management process. support—or tiers—based on the required level of availability,
support, redundancy and monitoring needed. Over 80 percent
●● Location of workloads should be determined by overall of the applications have been classified in tiers 3 and 4, allowing
business objectives and data center efficiency, not by the user service and support cost to be dramatically reduced. Centralized
or asset “owner.” service management of the application portfolio has also resulted
●● Applications should be provided with disaster recovery in a 36 percent improvement in average deployment cycle time
solutions that leverage common infrastructure, tools and for simple applications so far.
methodologies.
9. IBM Global Technology Services 9
The results: savings and improvements
Executing the enhanced strategy for internal data centers has IBM now governs internal data centers under a single,
globally integrated technology model
allowed IBM to continue to reduce costs. More importantly it 3 global data centers now support 80% of applications
has paved the way for operational efficiencies that provide new
opportunities for innovation and operational flexibility to meet
our changing business needs. Thus far, the effort has yielded the
following improvements (also shown in Figure 2):
●● Agreement on the number and location of strategic data
centers—optimizing the cost and performance of the applica-
tion portfolio to the best interests of the corporation as a
whole. This has required greater visibility into the server
inventory for production workload, allowing for the mitiga-
tion of risk for servers not on a hardened floor in more than
290 cities. Continual transformation to deliver optimization through flexibility
●● Migration and consolidation of applications to the best-fit
server platform, reducing the total cost of IT operations by Reduce cost of IT operations Enable rapid and flexible deployment
through total cost of ownership of resources via cloud—65% of
70 percent. This includes returning 74,000 square feet of (TCO) reduction application portfolio eligible for
self-managed cloud
raised floor space from internal use to revenue-generating use Manage 25% compound growth in Support 80% of the application
data at flat cost portfolio with standard services
for strategic outsourcing clients, deferring over US$70 million
in capital costs to build additional data center capacity.
●● Managing growth in storage volumes to support 25 percent
annual compound growth at a flat cost. Figure 2: Consolidating and optimizing its internal data centers has allowed
●● Flexible service delivery with rapid deployment of resources IBM to realize significant savings across all areas of data center implementa-
tion and maintenance
within the cloud in hours versus days, and the use of cloud to
implement lower tier applications.
●● Creation of end-to-end IT service management to support IBM has also realized benefits beyond the numbers, such as
80 percent of the application portfolio with standard services. improved continuity and resiliency, better mitigation of risk
and a more thorough and accurate asset inventory.
10. 10 Data center flexibility and efficiency: increasing the business value of IT
What comes next: plans for the future
The pace of change will continue into the foreseeable future 2. Find your assets
with continued need to improve IT operations and respond to It can be extremely difficult to identify and capture
the changes in the business requiring IT support, such as organic complete inventory information for all data centers and
growth, increasing acquisitions, new products and new markets. assets. Accuracy and consistency may be the responsibility
With results such as those outlined in the previous section, of many people, or no one at all. The best and easiest way
IBM’s roadmap through 2015 will continue to build flexibility to create and maintain an accurate and current inventory is
by leveraging optimization, focusing on three key areas: to use analysis and automation tools.
3. Create a single governance focal point
●● Optimization of global hosting into the strategic data centers IBM’s consolidation efforts only became possible after
that have been identified. This includes completing the the selection of a single point of governance (the office of
migration of ~3,000 servers, exploiting the latest server the CIO). When decisions about location and technology
technologies and continuing with virtualization on new servers requirements were shifted from application developers and
as a standard practice. Implementation of storage tiering and business units to the office of the CIO, consistent processes,
deployment of IBM DB2 Analytics accelerator for faster tools and techniques could be applied—resulting in far
business insights will also be continued. greater efficiencies and cost savings than would otherwise
●● Fully leveraging new asset consumption and delivery models have been possible.
by expanding usage of cloud technologies—65 percent of the
4. Keep your eye on floor space
already consolidated application portfolio has been determined
Traditional metrics for transformation programs do not
to be eligible for self-managed cloud. always ensure optimization of data centers and assets.
●● Increase in development and deployment of applications Along with improvement measurements for items such as
through standard services, as defined by the new end-to-end availability and security, all transformation efforts should
IT service management model. include reclamation of data center floor space as an
indication of success.
Applying the lessons
5. Design for application and workload mobility
Mobility of workloads is essential for the way work gets
The learning curve: management strategies to consider done today. Without it, high availability, business continuity
and technology currency are all difficult to achieve. At IBM,
1. Think and act globally all future work and investments are being designed and
Within many global corporations, an assertion exists that evaluated with application mobility as a key requirement
to be a true geographic unit, you need a data center within to avoid coding applications in a way that ties them to a
your unit boundaries. By separating the selection of specific infrastructure location or platform.
strategic data centers from the organization’s financial
structure and making decisions based on a consensus on
financial feasibility, business capabilities and physical/
technical capabilities—and, most importantly, involving all
the players in the planning process—IBM was able to not
only overcome resistance, but transform resistors into
enthusiastic participants.
11. IBM Global Technology Services 11
Just as interesting as the best practices are the lessons learned capabilities to help,1 it comes as no surprise that many CIOs
during this period, and how to apply them as you plan and view consolidation of their technology infrastructure and
execute your own data center consolidation. organization as the future model for data center operations.
Centralized infrastructures and processes enable optimization
A migration strategy of going after low-hanging workload fruit of shared services that, in turn, provides economies of scale to
is only as good as the fruit itself. Initially, IBM considered an cut costs and increase return on IT investment.
application-focused view of our data centers and other internal
servers to select candidates for virtualization and migration. But More and more, CIOs’ level of success and influence within
this approach did not lead to the desired reclamation of floor their organizations is being measured by how well they manage
space (see learning curve highlight #4) or reduction in TCO. their data centers to raise the return on IT infrastructure invest-
By executing consolidation efforts using a location-led view, ment, expand the business impact of the data centers and make
IBM was able to get a better understanding of all our internal innovation opportunities real. IBM hopes that this white paper,
data center assets, the dependencies between the assets and the based on a real-world execution of a data center consolidation
opportunities for optimization—resulting in significant floor strategy, provides a framework that CIOs and other IT execu-
space reclamation and a healthy reduction in TCO. tives can leverage to deliver cost efficiencies, savings and
opportunities for breakthrough thinking to your own
Including the business case in the decision process increased organization’s efforts.
the options and the opportunities. Using the business case, data
center capacity that had been used for revenue-generating For more information
workload—but had capabilities that made it better-suited for If you would like a more detailed exploration of IBM’s internal
internal workload—could be reallocated, resulting in a more data center story, please contact your IBM marketing representa-
efficient and cost-effective use of resources for all parts of tive or IBM Business Partner to schedule an in-person presenta-
the business. tion by one of our experts. You can also request information
on the IBM offerings, services and tools designed to make
Virtualization is good, but not having to virtualize is even data center consolidation more efficient and effective.
better. Making the first decision point for every application an
either/or—keep or retire—IBM was able to sunset a healthy per- Learn more about these offerings by visiting the following
centage of its application portfolio, avoiding the costs associated websites:
with migration. ●● ibm.com/services/smarterdatacenter
●● ibm.com/services/siteandfacilities
End rewards for the CIO
With over 50 percent of CIOs surveyed in the 2011 IBM Global
CIO Study indicating that they plan to participate in reengineer-
ing their business, and are looking for new expertise and