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Tag Archives: VMware IT Transformation

Don’t Let Stakeholder Management & Communications Be Your Transformation’s Goop Mélange

John Worthington By John Worthington

What is “Goop Mélange”?

In an episode of TV’s “The Odd Couple” Oscar took on making his own dinner.  He mixed in potato chips, sardines, pickles, and whipped cream.  It was then garnished with ketchup.  When Felix asked what he called this mélange, Oscar answered, “Goop.”

So what does this have to do with stakeholder management?

The importance of stakeholder management is referenced in almost all best practice guidance including ITIL, COBIT, PMBOK, TOGAF and many more. In addition, the number of channels available for engaging stakeholders is growing to include social media, smartphones and other enabling technologies.

Unchecked, your stakeholder management plan can quickly become a very confusing mix of uncoordinated communication. Mixing up a little bit of everything can wind up being the goop mélange of your transformation program.

One way to assure a desirable mix of communication channels is to establish a Service Management Office (SMO), which can begin to develop marketing and communication expertise within the IT organization based on a well defined stakeholder management strategy.

The stakeholder management plan can take a look at the organizational landscape based on the current and future needs of a transformation path, identify key stakeholders and provide the analysis and guidance needed for others (such as project managers, architects, etc.) to effectively do so as well within the transformation context.

From a service management perspective, the stakeholder management plan and the SMO can set in motion the improvements needed to establish cross-functional communication. An example might be Service Owners driving dialog about end-to-end IT services across technical domains.

The stakeholder management plan, supported by a well-sponsored SMO, can also ensure that top-to-bottom communication channels are matured. This is enables communication between Process Ownership, Process Management and Process Practitioners as another example.

stakeholder managment

Sticking to these basics of stakeholder management and communications as you begin your transformation can make sure your stay focused on building a solid foundation for more sophisticated communication channels when the organization is ready, and avoid making a goop mélange out of your transformation communications.

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John Worthington is a VMware transformation consultant and is based in New Jersey. Follow @jMarcusWorthy and@VMwareCloudOps on Twitter.

The Evolving Face of Business

By Daryl Bishop

Daryl BishopReading popular press or watching movies such as the Aliens series where Weyland Industries pretty much ran the world, you would be under the impression that the future of business is pre-ordained with large behemoth corporations running the show.

The notion that large corporations will evolve into globally dominating entities is not new and not without historical precedent. Certainly, the U.S. Government has in special cases, split up large companies with the aim being to minimise monopolistic behaviours. I would, however, like to offer a counter view that market forces are compelling the move from large centralised organisations to ones where greater profitability is linked to smaller nimble businesses that can rapidly react to changing market conditions.

Here are my reasons why:

Built for Creativity and Innovation
The two companies below highlight the advantages of keeping organisation sizes small or at least acting small

  • W.L. Gore & Associates – Bill Gore, the founder of W.L. Gore & Associates, the maker of the famous Gore-Tex fabric, organised his business into small task force groups. To promote communication he limited teams and manufacturing facilities to 150-200 people. There was a sociological imperative for this sizing as it was thought that this was the maximum number where people could build connections with each other.
  • Flight Centre – Flight Centre, an Australia-based travel company with over 2000 stores, uses an organisational structure where stores within a region operate as tribes competing with other stores. This encourages connectivity and belonging within the tribe while promoting competition between stores.

In both examples the key to unleashing the creativity and innovation of people was limiting the size of the corporate ‘tribes’ to encourage connectedness.

Agility
The last few years have seen the rise of the startup movement; these companies attract the best talent, have a source of funding through venture capital and crowd funding sites and have a lean startup framework to build and quickly adapt to the market. Startups innovate quicker and produce products that customers want, as they can rapidly pivot as needed to match their products to customer demand.

Profitability
Interestingly, when Standard Oil was broken into 90 separate companies in 1911 as a result of an anti-monopolistic legal action, the share price of these separated companies on average more than doubled. Companies survive, thrive and die based on their ability to innovate and quickly bring products to the market. The speed of business has accelerated over the last decade due to globalisation, the Internet era and the aforementioned rise of the startups.  The companies that can create and react quickly to the market will survive and thrive.

Small but Large
The recent 19 billion dollar sale of WhatsApp to Facebook is an example of how companies can be small and still attract large valuations. In WhatsApp’s case it had 55 employees at the time of sale.  The historical link between the payroll and company valuation no longer applies. Smaller organisations make ready use of a larger service and capability ‘organism ecosystem’. This minimises capital investment by use of a service consumption model, allows focus on their market segment, and supports rapid growth. The use of cloud services is an example of a technology service offering from this ecosystem. This also expands to manufacturing services such as design, fabrication and batch run.

Joining the dotted lines, I believe the trend will be towards smaller organisations that will better react and compete in a fast paced marketplace than their larger brothers. Of course, large organisations will still have a place across all sectors; however, I predict the market will provide a natural brake on unrestrained growth, as size becomes an impediment to competitiveness.

So what’s this to do with technology? IT needs to work closely with the business to ensure that the right strategy and services are in place. As technology is at the forefront of change, the onus is on us to inform, educate and be creative for our business. Finally, IT needs to be the model of agility that other business units strive to replicate.

Evolving Business Image


Daryl Bishop is a business solutions architect with VMware Accelerate Advisory Services and is based in Melbourne, Australia.

IT Is the New Black

Leading enterprises are tapping into IT to drive innovation, bring them closer to customers, and distance themselves from the competition. Michael Hubbard, VP Enterprise Services, VMware North America, recently shared his insight on IT’s reinvention as a business innovator with CIOs and senior executives at the Gartner Symposium/ITxpo 2013 in Orlando.

How can IT gain greater relevance, shift long-standing economic models, and focus on the investments and organizational changes that drive greater strategic impact and business results? Watch this video of his session to learn more—and you can also download Michael’s presentation here.

Connect with Michael Hubbard on LinkedIn.

Decoding the DNA of the IT Organization

In this final video of a three-part interview, Paul Chapman, VMware’s VP of IT Global Infrastructure and Cloud Operations, explains why VMware’s IT organization has transformed to a different model—one that’s built around delivering services in a completely different way.

Missed the first two videos? Here are links to parts 1 and 2 — and to learn more about VMware’s own journey visit our IT Transformation site
Follow @PaulChapmanVM on Twitter

If you’re coming to VMworld next week, don’t miss below sessions to learn more about the evolution of the IT organization. You can add these and other related sessions in the Operations Transformation track to your VMworld Schedule Builder today—we hope to see you there!

OPT5215 – Organizing for Cloud Operations – Challenges and Lessons Learned — This session addresses the organizational changes that must take place for IT to successfully operate a cloud environment and to provide hybrid-cloud services; the challenges IT organizations face when making these changes; what lessons we’ve learned from customers who have undertaken the change; and how both the adoption of the software-defined data center as well as scale impact the approach taken.
OPT5315 – Transform IT Into a Service Broker – Key Success Factors — This panel is packed with those who understand the challenges, tricks, and benefits of the service broker model. We’ll draw on the real world experience of the panelists and the audience to help you identify and apply the secrets of successful transformation.

Is Your Infrastructure Holding You Up?

In this second video from a three-part interview, Paul Chapman, VMware’s VP of IT Global Infrastructure and Cloud Operations, shares the benefits he’s experiencing firsthand with the software-defined data center—from efficient utilization and dramatically reduced time to provision, to the ability to decompose the costs to deliver those services.

You can view the first video here—and learn more about VMware’s own journey on our IT Transformation site
Follow @PaulChapmanVM on Twitter

Does VMware’s IT Organization Deal with the Same Complexities as Yours?

Paul Chapman, VP of IT Global Infrastructure and Cloud Operations, recently shared his thoughts on VMware’s IT transformation journey in a three-part interview with Accelerate strategist Mark Sarago. In this first video, Chapman explains why he thinks about things across three pillars: efficiency, agility, and control.

Learn more about VMware’s own journey on our IT Transformation site
Follow @PaulChapmanVM on Twitter