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Tag Archives: IT Transformation

IT Transformation: An Urgent Business Imperative

For more than a decade, VMware and Dell EMC have worked closely with CIOs and their teams at our IT Transformation Workshops to evolve their IT organizations from a service provider to a true strategic business partner, working in lockstep with their organization’s leadership team. I’m very excited to share the new IDG/Dell EMC report, “CIOs Reveal Their Priorities and Successes in IT Transformation,” which offers a rich set of IT transformation insights drawing from teams’ top IT priorities, progress towards reaching those goals and key technologies and operational challenges. What’s clear from the report is that IT transformation is not just a nice-to-have anymore; it’s now an urgent business imperative, with business goals now fully dependent on IT Operations.

Not surprisingly, many IT transformation priorities have held steady over the years, while some have faded and new ones have emerged. One of most critical factors for success remains gaining a strong backing from the business. Just as paramount is building a sustainable IT service delivery and operating model; here’s where cloud computing plays an important role in delivering IT as a service and aiding business resiliency. What I found most interesting in the data were the emerging priorities that CIOs and IT decision-makers revealed: continuous deployment, the importance of DevOps in streamlining and automating processes and platform initiatives such as Platform as a Service (PaaS) and Containers as a Service (CaaS).

And, If you are having trouble with getting and sustaining momentum for a transformation initiative, you’ll want to check out this 3-part blog series on multi-cloud strategy.  The first one is Moving to Multi-Cloud: How to Get Stakeholders Aligned. Or try 4 Steps for a Successful Transition to a Multi-cloud Model.

I encourage you to read the report and learn how industry peers are tackling a wide variety of challenges while keeping pace with fast-emerging technologies such as IoT and AI. The insights provide a clear window into today’s IT landscape, and how CIOs such as yourself are evolving their organizations. It will be time well spent!

 

Why I Joined VMware

by Tony Scott, CIO VMware TonyScott-crop
I have been at VMware for less than a year, and I can truly say that I am delighted to be here. As CIO, I lead VMware’s Global Information Technology Group, which manages critical technology systems supporting the company’s worldwide business operations. My team is also responsible for advancing and protecting VMware’s information assets, helping the company meet the IT needs of more than 500,000 customers. I’d also like to add that VMware has the added, and enviable, charter to support our R&D organization and in that way contributes to our product success. Needless to say, this combination makes our daily work exhilarating. I am often asked, “Why did you join VMware?” The answer is surprisingly simple – Continue reading

To Succeed in the Cloud, CIOs Must Look Beyond Technology

(This is a repost of original from the VMware CloudOps blog)

By Paul Chapman, VMware Vice President Global Infrastructure and Cloud Operations

Paul Chapman-cropI’ve watched with interest as cloud solutions and services have matured in recent years to offer more agility, cost optimization, security, and quality of service for the full range of enterprise needs.

Yet I continue to see many businesses adopt cloud services in an ad hoc—rather than holistic—fashion. This is often driven by business leaders who feel the systems they need can not be delivered fast enough by corporate IT, if at all.

CIOs and IT leaders can’t wait any longer—now is the time to lead development of an enterprise cloud strategy that strikes the right balance between agility, efficiency, security, and compliance. I found Forrester’s “Achieve Cloud Economics for Operations and Services” provided some great guidance for how to do just that.

As the paper points out, IT organizations tend to focus on the part of a cloud transformation that comes naturally to them—the technology. It’s easy to see why. But success equally depends on transforming how IT operates, factoring in people resources, processes, financial management, governance, service delivery, communication, and more.

A cloud strategy that doesn’t include these elements will never reach its full potential for business transformation. CIOs can avoid that fate by developing or enhancing the following key competencies. You can further explore these elements of a successful cloud transformation in this interactive infographic.

  • Service Delivery:  The business demands agility and finance demands efficiency. Virtualization up and down the stack, combined with automation of standard repeatable tasks, is an essential first step. These advancements enable IT to meet service-level agreements independently of hardware, and to deliver innovative approaches to service delivery, such as on-demand and self-service models.
  • Talent Acquisition and Development: IT’s transition to the cloud demands new talents and skills. Leaders should ask themselves: Do I have the right people, competencies, and expertise in my organization to enable next-generation IT and business innovation? Strategies to address these needs include:

– Hiring new talent with the right skills
– Retraining and educating current team members
– Building a culture that encourages team members to embrace new responsibilities
– Working with sourcing and vendor management professionals to build up cloud skills

  • Financial Management: By investing strategically in the right technologies, IT leaders can help fund future IT transformation. To take advantage of the cloud’s pay-as-you-use cost advantages, procurement and budgeting will need to be updated for “elastic” resources. Financial transparency will also be key to positioning IT as a business driver, not a cost center.
  • Governance: Traditional IT policies and procedures will not be adequate in governing cloud solutions. Although it may prove challenging, designing combined roles, responsibilities, and accountabilities for combined marketing and IT teams, for example, is critical.
  • Sales/Marketing/Communication: IT Leaders traditional approach of “pitching” ROI, cost-benefit analysis, and business cases is no longer sufficient to develop relationships with executive management and elevate IT to a more strategic, consultative role. Professional “trusted partner”-level selling needs to be an iterative process of developing IT capabilities, marketing those capabilities, managing stakeholders, generating demand, and presenting line-of-business leaders with resonating and often proactive proposals.
  • Business Strategy: IT leaders will need to strengthen their business acumen and develop a deeper understanding of the company’s business, as well as the operations of each line of business. By researching and proposing technology innovation that is business-driven, and by designing solutions around corporate priorities and business outcomes, IT can become an active participant in business strategy development.

To be clear, I’m not recommending you tackle all these initiatives at once. I suggest building a tiered change management strategy and transformation roadmap that identifies top priorities, then sequencing broader changes over time to avoid chaos and facilitate adoption to ensure success.

Are you focusing on operational transformation to support a successful cloud strategy? Which areas are proving the most challenging? I welcome your thoughts and experiences with this set of challenges.

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You can follow @PaulChapmanVM on Twitter.