Business Service Management Hub

The concept of Business Service Management and why it is good for IT (and the business) is reasonably understood by most people.   The reality is that people tend to buy BSM solutions for the features it provides not just on the definition of BSM.   For some organizations, a BSM product is purchased within some type of internal project like ITIL or a Dashboard project.  When it comes down to it, those projects have requirements and they tie to specific features needed in the end solution such as;

• Console consolidation
• Root cause analysis
• Impact analysis
• Service Level Management
• Dashboards
• End to End visualization of Services

The list tends to go on and on.   When it comes down to it, BSM is something that you do within the solution (Managing to the Service, not the technologies), the features and functionality tend to be part of the BSM solution and where the purchasing focus should be.   One of the core features required for BSM is the ability to integrate to many sources.   There are many upon many tools within a large enterprise and many opportunities to pull in specific silo’s of data in order to provide a more complete view to the end users.  Large enterprises need the luxury of swapping out underlying tools/application in the future due to over priced maintenance renewals, bad support, acquisitions, poor software and numerous other reasons.  If the BSM solution is limited or not highly flexible in the ways in which it integrates to third party products, you may be stuck with some of those underlying technologies.

When evaluating BSM solutions, ensure that the solution has a robust integration feature.   Some BSM solutions are only good with integrating with their own companies products, this is a bit limiting.   Ensure that the are a few different options, ie: more than an SNMP trap or CSV import.

Tobin

The Hub Commentary_

IT, what are you waiting for?  Compete with the Service Providers today!  This is the year to re-tool and invest in your data center of the future.  The Service Providers are – Are you?

Michele

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New equipment purchased in 2011 is eligible for 100% bonus depreciation as part of 2011 tax legislation.  (Read Full Article…)

In order to understand the overall health of a service, it requires several management tools such as network monitoring (device up/down, switches, etc), device (CPU, Memory, disk) monitoring, application (logs, SNMP, etc) monitoring, etc.  The common approach is to use more than one tool such as EMC SMARTS, IBM Netcool, BMC Patrol, home grown monitoring tools, etc.   Since there are now multiple tools and multiple consoles with health and availability information, the next common approach is to set up some type of cross product integration like forwarding SNMP events out of SMARTS and Patrol into Netcool.   This is a great approach for integrating management tools into a single console, but the problem is, not everything fits (IE: Network Maps in SMARTS, Knowledge Modules from Patrol).

SMARTS does a great job discovering the network, it provides more than up/down events, but most of that information is not sharable to Netcool via an SNMP forwarding mechanism.  Patrol has the same challenge, not everything is going to fit inside of Netcool.  This is not a negative against Netcool, this is the common challenge with all event managers.  Netcool is providing a lot of value around things it is monitoring directly as well as event correlation, de-duplication, etc.

Forwarding events from one management system into another tool provides value, it should not stop there.   A single unified console with a Service Catalog type of view into the infrastructure with direct and indirect feeds from the management tools is the approach for end to end management.   In the end it places all of the important details at the tips of the Operators fingers and in turn reduces the complexity, knowledge required, multiple tools, etc and in turn you should be able to reduce downtime.

Forwarding events from one system to another is not integrated.  Bi-directional interaction (IE: able to receive alarms/events and perform actions such as Ack and Close on them) between the tools as well as an ability to leverage more than just the alarms/events is important.  Don’t settle on event forwarding, leverage the investment you made with the other tools.

Tobin

Service Value is the Next Generation!

Time for ITIL.  Year-end is always a good time to watch the predictions fly and I too had to add 4 to my friend Richard Whitehead’s post with his top 10.  In my post I made a prediction that this would be the year that ITIL begins to wane as a topic of conversation for a couple of reasons.  Last week reinforced one of those beliefs with a CIO article I commented on, “ITIL versus the Cloud:  Pick One”.  Even this week, I still cannot wrap my head around this article and this is where my reasons for ITIL waning is deeply rooted.

First, I will mention I have been ITIL Foundation certified 2 times (version 2 and version 3) and was around in the service desk world during the days of all the little books for version 1.  Yes, I started working when I was 12.  Seriously, ITIL is prescriptive, not a remedy.  It is guidance about processes, not a mandated set of principles by which to govern an IT organization to the point of suffocation.  I have done my fair share of consulting and once folks get past the hurdle that it is merely advice, adapt it to what makes sense in their environment without suffocating, then the sessions are more successful.  However, I find that ITIL is one of those topics I would rather not discuss in mixed company, much like politics or religion, as it brings out very passionate debates and you need to know the party lines to consult.

Why do I believe it is really waning, it’s an inward facing operational process that is expected, it is a consulting and training industry.  Business doesn’t want to hear about how you do your job, just that you do it, do it well and do it efficiently.  It’s like this, as consumers we take our cars to the shop for routine maintenance and fixes when things break and what we are most interested in is how much will it cost and when will it be done.  We don’t really care what processes and procedures the mechanic follows or how many certifications he/she has to perform the job, we just care he/she can do the job, do it well and cost efficiently.  So why is it as IT professionals we go to work everyday and speak jibberish to our business colleagues?

I would find it a safe bet that your business would love to hear you come in and tell them exactly how implementing an updated service, a new technology, or automating a process will reduce XYZ cost, will drive XYZ additional revenue and this is how we will monitor Service Performance mitigating risk of service impacting events.  Just as this article implies, ITIL is very silo focused still.  Sure version 3 speaks of a service lifecycle, lifecycle not so much on the service performance and value to the business.

Here is a picture to help explain, click on it to enlarge it.  ITIL is going through a process maturity as well.  Here are the stages:

• version 1 – Processes Identified as individual processes
• version 2 – Processes Integrated
• version 3 – Process Lifecycle
• version 4 – still to come and already too late

I’ll end with this, I’m not against ITIL if it is taken as a prescription, training, examples.  However, when it becomes the way we speak to our business and customers and our sole focus, I find it like new technology for the sake of technology.  When I read articles about How to Justify an ITIL Project to the Business, I know the service providers are knocking on your door to take over your data center because they speak in terms of creating efficiencies, saving money and driving revenue.

We have lost all focus when we start speaking in terms of a new technology not fitting ITIL and choose one.  In that situation, I’d leverage new technology and work to service enable it to manage it, control it and communicate the value it is delivering to the organization over ITIL as it is, again, merely training, prescription and examples

The only thing I can guarantee is change and technology evolution are sure things.  As technology professionals, we must be seeking automation, technology and methods by which we can start communicating to our business in their terms.  Communicating Service Performance, Growth and driving Value into our businesses is the focus of those that lead their industries with technology.

I believe the explosion of cloud computing and the service provider market will be the catalyst described by Nicholas Carr’s article, “IT Doesn’t Matter”.

I know this controversial, give me your thoughts!

Michele

The Hub Commentary_

What does the midsize market know that the enterprise ignores?  Nimble, think like a start-up, how do we we better serve our customers and how does IT communicate service performance and use technology to create great customer relationships.

Time to think about the revenue generating services and customer touching services.  It’s not about the end user within the organization.  Think about it, who else in the world outside of IT even knows what end user means.  It’s about the customer that buys your companies products and services, focus on service enabling and communicating service performance and value of those services.

Quality of the customer experience is king, what are you doing to enhance it?

Michele

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70% of midsize companies are actively pursuing analytics technology to better understand their customers and make better decisions.  (Read Full Article…)

The Hub Commentary_

Another great post by my friend Dennis.

Michele

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A lot comes to mind with a title like this one.  So, let’s start by wiping away areas like politics and finances (except as they relate to IT), births, deaths, marriages and celebrities.  In fact, there’s still a very long list of possibilities by just focusing on IT and everything that goes into managing and optimizing services – let alone all of the trends around cloud.   (Read Full Article…)

Free Summary – EMA Radar for Business Service Management: Service Impact Q3 2010  – Enterprise Management Associates(Read Full Summary Report …)

The conversation IT has with the business must change this year and this is the year of transformation predicted back in 2003 by Nicholas Carr in his Harvard Business Review article, “IT Doesn’t Matter”.  The cloud, virtualization and the growing number of service providers with as-a-Service options are the catalyst that will force this transformation in market time during 2011.

If you have kept up with my news posts this week, I swear I was unable to find much news to comment and post on that did not have to do with the service providers and transformation.  My favorite post of all is the CIO article, “ITIL vs The Cloud:  Pick One”, REALLY?  You are kidding right?  This and another post, “Consider the Cloud a Solution, not a Problem” are exactly the headlines and mentality that will send IT jobs To the proverbial Cloud, just as Nicholas Carr predicted.

The way we manage technology and our processes today should not hold us in the past.  Amazon is doing it again.  Amazon changed the industry from bricks and mortar retail to online, almost overnight.  Transform or die, it happened and is happening again.  Amazon is offering infrastructure as-a-Service, purchasable on a credit card.  Now let’s start watching the leaders in each industry flip flop based upon those who embrace new technology, agile development AND have the foresight to service enable their workloads instead of dissing and complaining about what and how much monitoring Amazon should be responsible for.  IT is responsible for measuring and communicating service performance, instrument your workloads and inject them with the intelligence required to communicate service performance.  These will be the transformational leaders of tomorrow.

Communicating service performance is on IT, are you making the transformation?

Michele

The Hub Commentary_

“Visionaries have an innovative and disruptive approach to the market, but their services are new to the market and are unproven,” Gartner  Yes, this does describe Amazon and EC2, but does that mean it is 2 steps behind the Leaders?  Not often are there times to truly innovate and redefine a market.  Amazon and EC2 are redefining an industry regardless of internal enterprise IT or the consumer market.  Their customers are a mixture now over the traditional IaaS (Infrastructure-as-a-Service) IT service providers.

To the innovator go the initial spoils, revenue in the market.  Will or can they sustain that leadership will play out over time.  Given where we are in the life cycle of this disruptive technology (mostly development and test) in Enterprise IT shops, EC2 brings just the agility required for businesses to drive agile development of new products and services and move to market faster than ever before mimicking the consumer market.

In order to take these early development projects to production, yes, more formalized monitoring and management will no doubt need to be baked in.  Now the question becomes, who bakes that in and supplies that information?  Isn’t that agent part of the workload that is packaged and shipped out to the cloud to run on the subscribed to infrastructure?  I call this service enabling your workload and injecting intelligence into it for purposes of monitoring, securing and communicating the performance of the workload the subscribers responsibility.  Right?  The provider is responsible for the infrastructure your workload runs on, not what’s going on in the workload, that remains the responsibility of the subscriber.

I applaud Amazon and say keep challenging the status quo.  IT and the traditional proven providers need to think a little out of the box to meet the demands of market dynamics in market time! What do you think?

Michele

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Gartner’s Magic Quadrant report has placed Amazon’s cloud computing service in one of its lower tiers, saying that for all of Amazon’s commercial success it is “visionary” but “unproven.”  (Read Full Article…)

I ran across this article the other day by Doug Mueller and it reminded me of the multi-layer Service Catalog.  I’m not sure if this is an actual term or not, but it’s a good description of what it is.  If you take a very large organization that is broken up into distinct areas such as the teams that support:

• Hardware & Operating Systems
• Technologies (web servers, databases, messaging bus, etc)
• Applications (email, timesheet, payment processing)

For mature IT groups, they typically will drive towards a list of supported hardware and support operating systems, they will also typically drive towards a list of support technologies that will be supported within the environment.  On top of these, some common applications (or services) are then provided to the employees such as email and the corporate web server.

If you walk through this, each of those teams has their own Service Catalog (and as Doug said, a Service Request Catalog).   Someone in the technology area, after significant research wants to make this new technology available for sharing documents.  The person requests from the hardware group for hardware and an operating system to be provisioned for this technology to run on.

Someone in the application area then decides to tie the document sharing, email, web and video together for a collaboration solution, so they in turn request services.  The end users then request access to the collaboration service.

I have seen a few different approaches to this such as different links on the internal website to request hardware w/OS and another set of  links to get applications/technologies installed to simple help desk requests.   Regardless, while it may not be a full fledge electronic Service Request Catalog at each layer, there are lists of approved hardware, operating systems and technologies for many companies.

Tobin

So you have a console that has your Business Service Management views.   You set up the views to show the key Services you are providing to your end customer(s) (EMail, Databases,  CRM, etc).  You somehow are bringing in monitoring data in order to light up the service views in order to show some type of condition and health. You figured out how to measure the Service Levels and provide all of these details back to the end users and management in a dashboard.  The question is, how do you maintain it?

If you have been following ITIL, one approach is to integrate the BSM solution with the CMDB solution (assuming they are different solutions).   The CMDB probably has discovery populating it with new CI’s and updates to CI’s.  The CMDB should have inputs to other systems for additional details around the CI’s.   In the end, the CMDB is the location for the factiods around the Services such as all of the CI’s comprising the Service, relationships between the CI’s, current configuration of the CI’s and so on.   If those details are available, why wouldn’t you use it to drive the way in which IT is managing the environment.   As things change within the enterprise, the CMDB is updated and in turn the BSM views should auto-magically update also.

Tobin

If you are reading this, then there must still be some questions in your mind on what Business Service Management (BSM) is, I’m not going to give you the elevator pitch, there are lots of companies with different flavors of those, I’ll take another angle on it that might help.

There is this large shipping company, they ship thousands of packages a day.  One of their critical operations is in a large hanger at an airport.   Planes and trucks are unloading packages and they need to be sorted and loaded back onto different planes and trucks.   There is significant computer automation that moves these packages along their way and in turn, these systems need monitoring.  Having an end to end view of the unloading, sorting and reloading of packages with a realtime update on volume, outages and other metrics is important to them.  Some might say that this end to end view is a very technical view and not BSM, to this shipping company, shipping packages is their business and being able to see this piece of the Service is important.

A large financial firm has many traders, it is important to ensure that all of the trading systems are up and running, network links to the outside world are required for these trades as well as the traders workstations and how well they are performing.  Having an end to end view of the complete trading application with up to date availability, trading volumes and other metrics is important for them to understand if they are making or losing money.

The typical BSM for a company is to be able to set up end to end views of the important corporate applications like EMail or CRM, but that is not the only example of BSM, shipping, trading, manufacturing, banking, there are endless examples of managing the environment in a manner that aligns IT with the business they are in.  By IT leveraging the BSM approach, they are ensuring that they are looking at the things that are important to the business, in turn they are providing value to the business.

Tobin

The Hub Commentary  __

A tweet pointed me to this post today and what a great post and analogy.  I, in fact, kick off most presentations by stating Business Service Management is EASY!  In fact, you hold the key to the most valuable insurance policy in your company.  Business runs on technology, it is commodity, like electricity, we count on it being there to conduct business.  I have a previous post on just that insurance policy in hurricane season on the east coast of the United States where the call center becomes the hub of activity for the power companies.  Customers phone in outages, crews are dispatched  and power is restored more quickly with better monitoring of the technology supporting the call center and dispatching crews.  Technology cannot stop an impending natural disaster, like a hurricane, it contains the effects of the natural disaster as described in the linked to post.

As with the oil spill that my friend JP references, early warning can aid to avoid an event or contain the event as was the case with the the power outage in the North Eastern US a few years ago.  This CIO once told me it took only 8 seconds for that outage to cascade from Ohio to the east coast.   Avoiding it at that stage was not possible, containing it becomes the goal.  After the event as JP describes, they implemented a monitoring system that correlated data from their grid monitoring system with their technology management tools for that complete picture to avoid events by reading the early warning signals and better contain events when they do occur.  An article is posted here describing the integrated approach this electricity operator took, just as JP describes.

I work with companies every day to justify the insurance policy we know of as Business Service Management.  In tough economic times when spending is reduced, justifying a spend becomes difficult when it is not reducing costs directly.  The cost of the approach and tools is far smaller (even when maintained over time) than the disaster of an outage or spill.

Can your company afford a game of high stakes poker when it depends on technology to operate?

Michele

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The Gulf oil spill of April 2010 was an unprecedented disaster. The National Oil Spill Commission’s report summary shows that this could have been prevented with the use of better technology.  (Read Full Article…)

A true story, names not revealed to protect the innocent and a Dilbert in the making.  An illustration of Business Service Management, rather than a Wiki like definition, of technology impact and calculating costs and value.

Early in my career, green and wet behind the ears, about 8 months into the job working the 4:00 – 12:00 shift solo (the shift where stuff gets done, but not discovered until 7:00 am the next day) in a distributed data center.  You know what I’m talking about and likely already sense the pain that is about to come.  I knew how to run the jobs, I didn’t know what they were really doing or how to fix things if they went wrong – at least not until one fateful summer night.  I was working for an outsourcer processing insurance claims for the customer to pay the beneficiaries.

The Set-up:

I worked my shift, I left at midnight, jobs done, reports printed, tape back-ups done, the girl working midnight was about to have an easy night.  That is until about 6:30 am when she would attempt to bring 3 mainframes online for the next days claims processing.  Yes, she was greeted with more error codes than she knew what to do with, The Boss received an early alarm/wake-up call, I can’t bring Rodney to life (that’s the nick name of each of our mainframes) HELP!!

The Solution – Scavenger Hunt:

I arrive at work at 4 to chaos, looks of anger and irrecoverable damage on your shift yesterday.  I look around, machines are humming and I say it was not irrecoverable, Rodney is up and running.  The phone rings, I answer it, my friend Richard in a distant location, he asks how are you, I say worst day of my life, he says, “it was you!”, meaning he had helped restore service, but no one ratted me out as the root cause.

Richard walks me through my previous night’s shift and what I did and didn’t notice.  I trashed a bunch of  files.  Not a big deal if you have back-ups, which we did, just hang a tape, reload the files and restart Rodney – 5 minutes.

The Cost – my Penalty:

The Boss comes into the data center and waves at me, come take a walk with me.  I figure I’m about to get fired, afterall, the data center was down for 7 hours, not a single claim processed, beneficiaries didn’t receive checks, my company missed an SLA, dozens of people worked 7 hours to fix my mistake, but there was something even worse I was about to experience.  At 20 something, I couldn’t calculate the number of zero’s for the cost of my simple error.

The Boss walks me through a room with the folks that input claims and reminds me they get paid by the claim, meaning the number of claims they key each day.  My simple mistake caused a 7 hour outage, a team of people to find the root cause in order to restore service, my company may have been slapped with a fine, beneficiary checks were delayed, but most heart wrenching to me was that I impacted the paychecks of more than 100 folks that were paid by the number of claims they keyed each day.  As I walked through the room, they didn’t know I was the root cause, but they were glaring at us none-the-less.

The room seemed the length of a football field that day.  As we exited the room The Boss simply said, “are you going to do this again?” and I quickly responded, “I hope you fire me if I do!”.

Business Service Management – claims processing was my business, my company caused an outage of significant cost.  This happens every day, the cost is quite easy to calculate and the insurance policy to mitigate the risk is far less costly, however, as IT professionals we have a difficult time justifying service enabling our data centers with proper management until there is an outage.  A single outage can cost 1-2% of revenue and a solution to avoid it can be a fraction of that cost.

Data centers are growing more complex, virutalization and cloud computing are seen as low cost options by removing hardware and software costs, however, the cost of support is overlooked and we are entering a familiar cycle of short sided savings over long term cost to repeat the dotcom bust of the 90’s with the hosting providers and web services.  Service Enabling infrastracture with an end-to-end view to pinpoint root cause, visibility to read the indicators before impact so that restoration can be minutes – not hours greatly reducing the cost of an outage has to factored into the solution.  By service enabling with management upfront allows you to take risks, be agile with new technology by having the right management in place to monitor for thresholds, errors, etc. avoiding and mitigating outages.

I know my Boss wasn’t really mad that I was the root cause of an outage, he’s was mad that a 5 minute fix relied upon a 7 hour scavenger hunt!  This is my Dilbert – what’s yours?

Michele

To cloud or not the cloud, that is the question .  Todays IT needs to be agile and responsive to their customer, most of the time the customer is internal and they need more processing power added to existing services or the need new services provisioned.   There is also a high expectation that change within the enterprise is done in a safe manner to avoid future outages.   Managing the enterprise from a Service perspective, understanding the individuals parts that make up the entire service is a fundamental requirement.

One of the ways for IT to be able to quickly grow or shrink the footprint of the services is to adopt virtualization and build an internal cloud and/or leverage outside cloud providers.  Virtualizing is a way to have well known configurations rolled into production and in turn reduce risks to outages.  Virtualizing also provides a type of Disaster Recovery (DR) it also provides a way to add more nodes to an overtaxed cluster quickly.   I’m not saying virtualization is for everyone, but there are many value-adds it brings to IT as well as value to the business.

Tobin

Setting up a tool that performs some type of end user performance testing is not enough, it is a type of testing that provides a view of the end user experience of using a part of a specific service.   Adding Service Level Management on top of the testing is still not enough.

Business Service Management is a bit more encompassing, when there are slow response times, which piece of the supporting technology is the culprit, is this something that can (or needs to) be addressed now?   If we were to take this slow database offline in order to address the issue, what impact would that have on the enterprise or end users.  Business Service Management helps with these problems and more.  End user response time measuring is just a piece of BSM, it might be a good starting point, but don’t be fooled, you are not done.

Remember there are several layers in the OSI model and having a health indicator from each of those layers (or several at least) is going to provide a better picture end to end of the health of the service.  The big management tool vendors typically compete against each other, the typical model is rip and replace, they sell you new tools and get you to stop using the old tools… very expensive and disruptive proposition.  Since there is no single vendor that is the best of breed for each of the OSI layers, then a single vendor for the end to end management doesn’t make sense.   It makes more sense to purchase some of the tools to do specific types of monitoring, leverage opensource to monitor some of the other aspects and then roll all of these together into a single end to end view.   This approach allows you the ability to swap out tools when they become dated or when the vendor is trying to hold you hostage at renewal time.

Having a single console that is able to integrate with all of the underlying technologies managing the environment and providing an end to end view is a better way to manage the enterprise, using a response time tool and crossing your fingers that everything will work out is risky.

Tobin

I like to do searches on the internet from time to time to see the type of hits produced around specific terms such as Business Service Management and Cloud Computing.  Sometimes just changing the search slightly, you get drastically different results.   So today when I searched on “Managing the cloud”, I noticed that the most recent article was from Feb of 2009, in fact, many of the results were from 2009.   My first thought was the problem must have been solved if there are no recent search results.  I think it is that we are at the point that we have a better understanding of the cloud and are not as worried about it as much as we were before.  Sure, there are still some concerns, in fact many areas of concern, but they are manageable.

I know I am probably simplifying it, but managing the cloud has a lot of the same characteristics of managing the enterprise.   You need to be able to control access to the data/system/server, you also need to be able to keep tabs on the health and availability of things running in the cloud (internal or external cloud).    The cloud and business service management are related in some manner, where and how you run your services includes the term cloud, and how you manage those services is within the Business Service Management space.   Vendors that provide tools for managing the enterprise are going to end up being some of the same vendors that provide tools to managing the cloud, but keep in mind, monitoring the health of the server or service running in the cloud is only one part of it, there are other areas of managing such as service elasticity, governance, compliance and general provisioning.  It is time to start to look at a more holistic approach within IT to solve some of these management problems.

Tobin

The Hub Commentary     __

I tend to agree with the increased focus on performance and end-user monitoring and believe it will be driven by the requirement to monitor the service providers as cloud services are incorporated.  Controlled change management with an end-to-end view of the complex infrastructure will work to mitigate risk and both will rely on an integration platform and strategy.

Open Source monitoring for the commodity will also rise in popularity and implementation, but I don’t agree with building more into the monitoring tools or waiting for one vendor to build a single framework.  A single vendor framework is and has never been built ground up to monitor and manage the data center.  The big four all grow through acquisition of many technologies and cobble them together through data layer integrations.  No offense to my vendor friends, I’ve been a product manager for one of them and did exactly the same thing after an acquisition was made – it’s the quickest way to claim integration victory.

I believe we will see data centers leveraging Open Source, Cloud services for both Services (commodity management – ala ITSM tools) and Infrastructure (to test out excess capacity and demand flexibility options); rise in both availability and performance monitoring for new technology and delivery methods; and end-to-end visibility requirements to mitigate risk and speed restoration time.  All of this is solved and future proofs the data center by considering a  sound integration platform and strategy pulling together the physical, virtual, cloud environment into a single view for monitoring, managing and measuring.

Push your suppliers to build the best monitoring/management tools possible and leverage an integration platform to bring the best of your investments together to transform your data center into a service provider.  Oh yeah, 2011 will be the tipping for data center transformation into a service provider – not technology manager.

Michele

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Depending on where they stand in the overall environment, network and systems management companies hear different concerns from their enterprise IT clientele. Here’s a look at how the year will shake out in a number of different areas … (read full article…)

It’s rumored that the Ford Model T’s track dimension (the distance between the wheels of the same axle) could be traced from the Conestoga wagon to the Roman chariot by the ruts they created. Roman roads forced European coachbuilders to adapt their wagons to the Roman chariot track, a measurement they carried over when building wagons in America in the 19th and early 20th centuries.  (read more…)

The Hub Commentary ___

I like this post by my friend JP, it brings a whole new meaning to “being stuck in a rut”.  I ask, what is the point of new technology if we cannot use it as designed?  Think about when you are are purchasing a product or service and are greeted with “the system doesn’t work that way”.  Generally, I do not care how the system works – I just want to buy something, exchange something and not be bothered with what it takes someone to perform the task.

So I always find it curious as IT professionals why we impose these obstacles and roadblocks to progress in supporting our business.  Another news piece by one of JP’s colleagues also makes the point of why start-ups are successful, they meet the customer requirements.

Markets dynamics and business requirements change – how as IT do we use new technology to craft innovative solutions as JP says and operationally figure out how to monitor, manage and measure it.  The service providers know how to do this and will feast in 2011 on the IT organizations that do not become agile to market dynamics and business requirements.

Michele

Many mergers don’t live up to expectations, because they stumble on the integration of technology and operations. But a well-planned strategy for IT integration can help mergers succeed.  (read more…)

I find this article interesting as it hits the core of IT aligning to business, integration and a sound integration platform and strategy.  The link to the Credit Suisse article also discussing integration enabling distribution and regional agility with company level views.