EXPERTS ON DEMAND
China and US Lead Nations in Internet-based Security Attacks
Hewlett-Packard has a new Blade, Cloud, and Security Strategy
Servers Grow, New VIA Processor and IBM Servers
Dell and Novell Report Financials; CodeGear Changes Hands
Sprint announces iPhone killer, while Comcast Considers Wireless Services
Experton Group has many clients looking at the new wave of virtualization products and services that are coming on to the market. Clients are confused about which products to use when, the economic justification for virtualization, and the potential problems with virtualization that may be missed through the virtualization "hype".
Experton Group believes companies should understand that virtualization is not only about servers, but about all elements of IT infrastructure. Virtualization is really about allowing the abstraction of one layer of infrastructure from the higher level resources that use the resources. Virtualization should be considered with applications, databases, networks, servers, desktop, and storage.
When looking at virtualization, IT executives should understand the advantages of virtualizing a given tier, as well as the costs associated with virtualization. Costs come in terms of complexity, management, performance, and security. While using virtualization can be helpful, benefits will only be derived when considering the holistic environment in which virtualization will exist.
Experton Group’s contrast and compare analysis is based on the definition of Enterprise Content Management. ECM is an integrated suite of content-focused modules that provide the following functionality:
In making a “final” decision as to what platform or combination of platforms will meet your requirements, you need to clearly understand, document, and obtain the enterprise’s agreement with the requirement roadmap you have defined as well as determine what partner or partners will be able to meet your needs in the long run. You have to weigh the benefits of a system that offers many features (that you may or may not use) against a system that appears to meet your requirements on day one, but may not be able to scale to meet your needs in the future.
In an effort to improve compliance, efficiency, productivity, quality, and service to users, a number of business and IT executives are redefining and restructuring their IT organizations. This is occurring both at the macro or enterprise level and the micro or unit level. Organizational change can activate dormant political baggage that must be addressed early on before it impairs the success of the restructuring. In some cases, the reorganization must be done in phases so that the ultimate goal can be achieved. IT executives should develop and gain executive buy-in for a reorganization plan that addresses all phases of the desired restructuring and articulates the benefits to be achieved and challenges to be overcome.
Organizational structures are designed to satisfy business and political requirements. These requirements may (and usually do) change over time, and these changes can result in the need for restructuring the organization. However, organizations bring with them their own culture and politics. Changing them can be tricky and may require incremental restructurings rather than one large shift to ensure buy-in, meet user needs, and maintain trust. Executives should understand the corporate culture, politics and strategies before creating organizational changes.
The models that will be covered are not mutually exclusive. Executives need to examine each of the approaches and determine which plays best within the enterprise. There are four variant models:
Criteria | Virtual | Horizontal | Centralized | Distributed | Outsourced |
Accountability | + | + | ++ |
| ++ |
Agility | + | + | - | + | -- |
Compliance | +++ | ++ | +++ | + | ++ |
Efficiency | -- | +++ | -- | ++ | ++ |
Flexibility | + | + |
| + | -- |
Governance | + | + | ++ | + | - |
Information flow | ++ | + | + | ++ | -- |
Innovation | + | + |
| + | -- |
Manageability | ++ | + | ++ | + | - |
Organization memory | +++ | + | +++ | + | -- |
Processes/standards | ++ | ++ | ++ | + | - |
Rate of change | ++ | + | + | ++ | --- |
Responsiveness | + | + | - | ++ | -- |
The federated model is not included in the above figure in that it is a combination of the centralized and distributed models and depending on how it is implemented it shows characteristics of both elements. The shared services model is not shown for a similar reason. Executives may find the criteria assessments for their companies may vary from those rated by Experton Group.
Experton Group believes organizational structures and restructuring efforts should reflect the current and future requirements and strategies of the enterprise. Most organizational structures are relatively static, as there is always resistance to change. However, while this may satisfy the status quo, it may not offer the enterprise the best mechanisms for archiving business needs. IT executives should review their organizational structures as part of their annual business plan and strategy development efforts and where adjustments are required, gain executive buy-in before executing the plan. Executives should also communicate the objectives for the restructuring to staff and impacted users so that everyone understands the rationale for the new organization.
The IT Executive Summer University from August 4 to 8 in Bavaria, South Germany, has been specially designed for the Middle East CIOs, IT Leaders, and IT Executives. The date has been chosen to avoid the most busiest times of the year and to provide an environment allowing to concentrate on the content of those five days.
The speakers are Senior Advisors with a lot of international experience and a strong understanding of the Middle East organizations and challenges. German CIOs will share their experience and will be available for an interesting exchange and discussions. Industry experts and CIOs will be talking about the latest trends and technologies in their respective industries.
Day 1: Value Management: Most CIOs yearn for a value position that places them as an equal and respected member at the business planning and execution table. In reality, the majority of IT organizations today remain saddled with the perception that the role of technology is solely to drive out costs. Furthermore, high-performing CIOs use the proven processes of analysis, pattern creation, and communication to create a portfolio that accurately reflects the business needs to balance value and risk tradeoffs. This first day of the Summer University will introduce the value management framework and discuss how it is optimally instituted with a portfolio management approach. In the end, the goal is to ensure that the IT organization is focused on the right activities for business success.
Day 2: Frameworks, IT Strategy, Change Management: Day 2 will focus on using the right frameworks and methodologies, to harmonize and leverage them and on how the IT Strategy can be developed. Change management or all the processes, policies, and people skills necessary to ensure ability to change and the execution of change is of utmost importance for the success of all IT endeavors. Excellent leaders have an innate ability to express passion, have inborn intelligence, and great courage. But those characteristics alone won’t ensure that behaviors change and that the right things are done. So, while Day One is focused on knowing the right things to do, Day Two is focused on doing them right.
Day 3: Technology & Technology Management: Day 1 and 2 covered doing the right things and doing them right. Now, we need to focus on knowing what we don’t know or what we can borrow/learn from each other. That’s right: It’s not just what you know that counts. It’s what you don’t know. Executives must learn to leverage other people’s experience. As a result, we are focusing Day Three on a mixture of technology happenings, boardroom experiences, and industry economics all designed to improve your success as a CIO.
Day 4: IT driven Business Innovation: Over 50% of innovation investment is wasted. Not because innovation is bad—if it was we’d still be wearing animal skins and living in caves. But because most organizations fail to think about what they need innovation to deliver. This day will focus on understanding IT driven business innovation and on how to do it right.
Day 5: Organizational and People Transformation: Transformation and sustainable transformation is one of the biggest challenges in the Middle East. To emphasize the importance and to provide the background and understanding to successfully become a leader in transformation Experton Group has put together this session.
The Summer University has very limited slots and bookings are accepted on a first come first serve basis.
Experton Group is the leading fully integrated research, advisory and consulting company for mid-sized and large organizations, maximizing the business value of their ICT investments through innovative, neutral and independent expert advice.
Experton Group offers consulting services, market surveys, conferences, seminars and publications related to information and communications technology issues.
Our consulting portfolio includes technology, business processes, management and business co operations, investments and mergers.