Harness Applications to Accelerate Success

8/3/2019 Harness Applications to Accelerate Success

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Organizations and governments can better respond totoday’s most critical challenges and opportunities by

assessing, rationalizing, modernizing, and managing theirenterprise applications.

Envisioning an applicationstransformation journey

Viewpoint paper

H applications to accelerate success.



Table of contents

Executive summary ...................................................1 Applications are the key to greater efficiency,growth-oriented innovation, and IT cost reductions ........2Technology and market challenges .............................2

Applications and these challenges .............................3 What CIOs should do ..............................................8Next steps ..............................................................8Conclusion .............................................................9



Executive summaryCIOs and their IT organizations are caught betweenthe proverbial rock and a hard place.

On the one hand, they are challenged by theirorganizations to invest more in innovation—to supportthe enterprise goals of driving revenue, reaching new

clientele, and improving customer satisfaction. Theyare challenged to both support and exploit mobility.There are significant internal objectives, too, especiallyaround increasing business efficiency and providinga single view of information to both internal andexternal users. Furthermore, IT leaders are challengedto be more flexible and agile in responding to marketopportunities and threats.

On the other hand, CIOs often find themselves limitedin their ability to address these challenges. It isn’tjust about applications that are hard to change, butprocesses that get in the way of fast response. It’s also

about the demands of the current environment—withsignificant resources dedicated to maintaining anddelivering the business services already in place. Costcutting can be done, but at significant effort and withconsiderable pain.

These barriers make objectives like innovation,mobility, integration, and agility seem out of reach. It ’smade especially difficult when CIOs understand thatthese are all interrelated. It is difficult to do one well,without doing something about the others. But in theHP experience, they are all achievable—in a timelymatter, with clear and quantifiable business benefits.

However, there must be an intentional plan fortransformation. Further, it must be for more than ITinfrastructure. The plan must also include applicatand the governance and the management of theportfolio, all blended with the right sourcing stratefor delivery, for development, and for testing.

Delivered with the right services partner, this plan

can be implemented better and delivered faster. Why a services partner? HP research and experieshow that most organizations will admit that theydo not have all of the resources and skills necessafor an extensive IT transformation. This is where apartner like HP can help. We have a collaborativeand flexible approach to applications services thacomplements the skills and capabilities you have iplace. Our experts can design and help implemenapplications transformation program that is aligneto your business goals and objectives. And we caleverage decades of HP experience in application

and leadership in IT technology on your behalf.This viewpoint paper is not about HP. It is aboutgetting your organization positioned for innovatiomobility, integration, and agility. It documentsthe linkages between these objectives and yourapplications. It addresses why you need toinclude applications in your strategy to meet theseobjectives—and why doing so can help you realizbetter outcomes. It ’s based on market research abthe real issues facing organizations like yours.



Applications are the key to greaterefficiency, growth-oriented innovation,and IT cost reductionsPowerful new trends are affecting people,organizations, and entire industries. Enterprises ofvirtually every kind are now being driven to becomeinstant-on organizations capable of delivering:

• Innovation as measured by service quality andcompetitive advantages

• Agility to drive faster responses to changing businessand customer needs

• Optimization to achieve lower costs, improvedprocesses, and better return on investment (ROI)

• Lower risk by managing security threats, data,regulations, and the unknown

These organizations will have to increasingly rely onapplications to find and exploit new opportunities;drive operations; energize supply chains; and managemarket, customer, and citizen relationships.

What this means is that businesses and governmentsshould be rethinking their applications—both to meetthe challenges of today’s environment, and to betterleverage applications to fully exploit the opportunitiespresented by market trends and specific technology.This will involve taking a more comprehensiveapproach to applications: not just examining theportfolio, but evaluating governance, developmentand testing, management, and the broader strategiesand environments that support those key systems.

One place to start is an examination of technologyand market trends: how organizations and

governments can leverage applications to address thechallenges those forces present, and how specificallyaddressing applications enables enterprises to fullyrealize the promise of this emerging landscape. Next,let’s explore the variables and requirements of aworld-class applications approach, and the tangiblesteps organizations and governments can take toreach that objective.

Technology and market challengesBusinesses and governments face an array of dauchallenges, as well as promising new opportunitieTo better understand the critical role of applicationthe coming enterprise environment, HP surveyed cinformation officers in a cross section of industriesasked them to identify the primary forces affectingtheir organizations.

That research revealed that the top issues were

mobility, innovation, integration, and sourcing/development, with the important ranging from a leof 6.7 to 7.5 on a scale of 1 to 10. The two forcesdriving those issues were budget and integration(sometimes referred to as interaction or informatio

Based on this research and other industry insightsHP has identified the following as the key elementshaping CIO thinking about how IT and applicatioimprovements can drive business results:

Budget (Money)

As the global economy continues a tentative butpromising recovery, many organizations andgovernments continue to focus on reducing bothIT-related operating and capital expenses—often bmodernizing, rationalizing, and better managing applications. Their focus on budget is also drivenby a desire to do more without spending more. It’sa balancing act—to spend more on innovation,organizations must spend less on managementand operations, both of infrastructure and for theiapplications. This “flipping the ratio” is a key succcriterion for the Instant-On Enterprise, because itallows organizations to invest directly in resourcesdeliver differentiation and added value, and partn

with others for those areas that do not.

Interaction/Integration/Information

Across virtually every industrial sector, organizationincreasingly interact and share with customers, citizsupply chains, and partners. The quality of theseinteractions is improved IT transformation as informcan be shared across business and departmentprocesses and across applications. Integration withsuppliers and distributors, sales, and marketing canimprove business efficiency and even help establishcompetitive advantage or mission success.



Mobility

Mobility is reshaping the world, and with it, theworld of software applications. Some six billionpeople now inhabit the planet, spending 200 billionminutes each day on social networking. They usetechnology ranging from laptops and PDAs to cellphones, kiosks, RFID tags, and more. Mobility is beingused to transform business processes and open newmarkets—changing the competitive landscape in manyindustries. Mobile, cloud, and ubiquitous computinghas fundamentally altered the role and expectationsof IT in the enterprise and government, and thesehave created an environment where business anddepartment processes, models, and key applicationsare closer and more important to individuals,organizations, and governments.

Innovation (New Value)

Today, IT units are challenged to do more for theirorganizations—to bring new capabilities and servicesto market more quickly; to fully leverage mobility,cloud computing, and other advances; and to find andexploit opportunities to build revenue and new value.

Chief information officers are held more accountablefor both top- and bottom-line performance.

Sourcing Strategies and Development

Doing everything one’s self is not only the mostexpensive way to manage an IT organization, butoften means experiencing learning curves and notbenefiting from industry best practices in one’sown operations. To meet the needs of today’sbusiness, government, and economic environment,organizations are increasingly evaluating the areas inwhich it makes sense for them to invest and add valuedirectly and where to partner or outsource.

Applications and these challenges As the global economy emerges into a hoped-forrecovery, few now question the savings, increasedproductivity, and value that IT has delivered toorganizations. Business and government entities nface a new environment—defined by mobility, greinteractions, and the need for new value and newdevelopment strategies. Business and organizationprocesses and capabilities are delivered throughapplications. To achieve the needed strategic

alignment, CIOs now seek to manage their portfoof applications to better serve their organizations meet mission objectives.

Let’s take a look at how can they do that:

Budget (Money)

As organizations adapt to a world of information,opportunities, and experiences, many are hobbledby aging applications and rigid systems. Maintainthose obsolete systems often consumes the majoritof an IT budget and seriously reduces the moneyavailable for investments in innovation, growth, an

new value. The essential economic challenge formany organizations is to transform their applicatioportfolios to gain greater speed, agility, andproductivity.

Challenge: In difficult economic times, organizationnaturally seek to reduce applications expenses andother IT-related costs. Surveys and estimates show more than half of a typical organization’s softwarebudget can be consumed by maintenance andoperations. In fact, some organizations spend up 90% of their IT budget just to keep the lights on.

To survive in recessionary economies and to thrivein growth economies, IT organizations must haveoperational spending under control, so as to maxthe resources available for innovation. Ideally,organizations want to “flip the ratio” of spending—something that seems like an aspirational goal formost, but is actually quite achievable.



Enterprises must optimize to reduce operating costswhile improving process performance, and canmodernize to improve efficiency and productivity. Ourexperience with applications rationalization shows thatmany IT organizations and governments do not aligninvestment to value for their applications, impactingtheir overall returns and value to the organization.Those who manage applications with the old adage“if it isn’t broken, don’t fix it” discover that their rigidIT environments are not only more costly to maintain

and change, but that labor and infrastructure tosupport them are becoming more expensive—ifthe IT specialists are even trained on that outdatedtechnology any more. Furthermore, organizations thatinsist on doing everything themselves spend morethan they should in areas that don’t add value to theirbusiness or organization.

Opportunity: As the global community emergesfrom the economic downturn, today’s optimizedorganizations seek to capitalize on wise investmentsand to shift IT spending toward transformation,growth, and value-producing activities. An operational

excellence approach to managing applications—leveraging strategic and experienced partners,advanced tools, and metrics, an ITIL framework,and improved processes—can improve quality andlower applications-related costs. By right-sizingapplications support, organizations can handle moreissues at lower-cost support levels, while deliveringbetter overall services. With rationalization andmodernization, the portfolio of applications itself isoptimized for the organizational needs going forward,not in support of those in the past. Making use ofdevelopment resources outside of the organization,

and making use of sourcing innovations—notjust for operations but for areas like testing andcommunications—can both reduce spending ANDprovide the resources to invest in innovation.

Through planned modernization, organizations havereduced applications-related operating costs by upto 60%, maintenance costs by 50% or more, andnew development costs by up to 50%. Applicationsrationalization and management can free funding forgrowth-oriented projects and initiatives. In fact, this isexactly what HP’s internal IT organization did for HP.

Interaction/Integration/Information

Applications are the key element in efforts to bettemanage markets, to energize supply chains, tostreamline operations, and to improve customerand citizen relations, service quality, and businessand government decision-making. Business andgovernment processes are required to make betteruse of information kept in disparate databases anapplications (often not part of the organizationitself). They must deliver a more complete “view” ttheir users, cutting across organizational boundingand business and government processes alike. Saintegration increases the volume of informationinvolved, this volume being compounded by theproliferation of data sources, data types, transactiand users alike. Additionally, competitive advantaand mission objectives can be derived by makingappropriate use of publicly available externalinformation as well as information purchased fromthird parties.

Savvy managers want applications portfolios thatare better integrated to enable new business and

governmental processes, products, and services. Talso need modern enterprise architectures that cancapitalize on the unique opportunities of the emermore integrated, interactive environment. They neeto be able to adapt to changes in information, to opportunities in integration, more quickly.

Challenge: Historically, applications were developand utilized within the four walls of an enterprise, many legacy systems were “cemented” into place inflexible coding and connectivity.

Today, with the ubiquitous Internet access, withmore complex supply chains, and with workforcemobility, organizations need improved integrationsharing capabilities, and data that are open andsecure. They also need applications that can interacross geographies, technologies, and systems. Rapplications, which were never designed to handtoday’s more diverse business and governmentprocesses and information sources, can greatlyhinder the evolution toward a more connective aninteractive enterprise.

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These challenges are reinforced by our researchfindings. Two-thirds of CIOs surveyed said integrationis more important today than it was two years ago,and integration will continue to be important for thenext several years. They were equally divided interms of whether integration of applications withina business process, or integration across businessprocesses, was the most important. Their biggestchallenge? Developing and enhancing applicationsfor integration was their biggest challenge, with nearly

one in eight saying they don’t have the resources orskill sets they need to do this work.

Opportunity: Aggressive companies and governmentsare working to improve the quality and efficiencyof their work, the quality of their relationships,customer and citizen satisfaction, and even revenueby integrating applications and information acrossbusiness processes. By seamlessly integratinginformation from across the enterprise and thirdparties, they can extract even more competitive ormission advantage. But to realize this, they need tobreak down the walls between software applications,

and then leverage mobility, CRM, and businessintelligence. Advanced applications can improveaccess to information, and thus support faster andsmarter decision-making.

By focusing on improving existing applications,replacing manual processes with automation,and exposing existing data and software throughbetter integration, organizations can meet higherexpectations for quality, functionality, and softwareavailability. Health care organizations, for example,can leverage advanced applications to connectphysicians, pharmaceutical companies, and retail

pharmacies. Governments can integrate informationmaintained in multiple locations to improve security.Organizations in virtually any sector can useimproved integration to facilitate partner sharing andcommunications, to strengthen business processes,and to more quickly and efficiently launch newproducts and services.

Mobility

As we have seen, mobility and other market trendsare creating both challenges and opportunities forbusiness and governmental organizations. Mobility inthis context refers not only to the use of mobile devices,

but also to the increasing use of social media and olocation-based and location-aware services, all ofwhich drive end-user expectations for immediate acto information. Further, users now expect their serviproviders to remember who they are, to know whethey are, and to know what they are interested in.

Because of this, the future will be defined by greaworkforce, supplier, partner, and customer mobilityThis emerging landscape will be marked by tightebonds among people, systems, and organizations

the same time, organizations will be challenged bthe explosion of locations, touch points, devices, atechnologies.

The pace and randomness of this dynamic andmobile environment put powerful new pressures osystems, from servers to storage, but most importaon applications.

Challenge: Social media, the consumerization ofIT, the changing demographics of a more mobileworkforce and citizen population, and the competadvantages provided through exploitation of

mobility and mobile devices are transforming howemployees, customers, and citizens expect enterprand governments to operate. While mobility andsocial media facilitate instantaneous connectionsand collaboration, both inside and outside of anenterprise, those environments also create greatercomplexity, concerns about security and access, athe need to manage new devices, information flowand technologies.

CIOs often struggle to meet the pace of change ina self-service environment, while keeping up withcompetitors, customers, and citizens, all while ens

continuous operational performance. Unfortunatelmost of the applications running in today’senvironments simply cannot support a true instant-mobile experience. This is not just a technology iss(related to the increasing diversity of devices and interfaces), but also a function of the sheer volumeof applications found in most IT organizations, andoften the age of them as well—especially those tiemission-critical applications and processes. It’s haenough to change applications from a functionalitperspective. How can you expect to keep up with increasing demand for access?



This challenge is supported by our research findings.Three-quarters of those surveyed said that mobilitywas increasingly important to their organizationsand business. Yet, less than half thought they hadthe resources and skill sets in place to meet thosedemands. Furthermore, to deal with mobility, they aremaking sweeping changes across every element oftheir applications environment.

Opportunity: To fully leverage mobility, social media,and other advances, organizations and governments

are working to transform their applications—througha logical process of assessment, modernization,rationalization, and portfolio management.By focusing on both up-front development andoperational requirements, applications can improvethe overall performance of mobile and social mediaapplications at every point in the system life cyclewhen designed and managed for that purpose. Usingmodern development processes, organizations canquickly adapt and evolve their applications to keepup with changing needs. Using automation and as-a-service models for testing can deliver both better

quality and better time to delivery.Better applications also allow organizations to designnew processes and methods to meet changingcustomer and constituent demands. Improved softwaresystems encourage closer, more personal interactionswith customers, employees, and partners. Thesesystems support more efficient and secure transactions.

And they allow IT departments to leverage mobilityand other emerging technologies to deliver betteroutcomes for the business or government.

Innovation (New Value)

To pursue new value, organizations must innovate.In business especially, they must innovate to survive.Market leaders are innovative by definition. Citizensmore highly value governments (and governmentalleaders) that innovate in delivering services. And to dothat, IT departments need to shift spending away fromroutine operations and into new projects.

In recent research funded by HP, 95% of the C-levelexecutives (with minimal differences between privateand public sector) said that innovation is importantto the success of their organizations. More than fourout of five CEOs said that it was very important—

the highest rank in the survey. In turn, these C-levelexecutives identified “applications and software formore flexible processes” as the #1 area they’d investin first.

Through applications transformation, they can movtoward more strategic, value building, growth-orieinvestment. But this transformation is not just aboutapplications modernization—it’s about overhaulingtheir governance processes, their managementprocesses, and even their applications life cycleprocesses and tools.

Challenge: Increasingly, organizations are looking as the source of innovation and new value. Why? THP survey reveals that they need to innovate to:

• Meet changing customer or citizen demand (29

• Produce higher quality products and services (2

• Increase efficiency (23%)

Almost every organization, however, is challengedfind the resources needed to invest in innovation ato ensure the applications that are produced are aenough to quickly and easily support new goals aobjectives, to take advantage of new opportunitiethey arise.

When asked where they needed to innovate and

add value, the responses were evenly distributedacross a broad range of activities, including mobiintegration (both within business processes andacross the business), analytics, the use of externalinformation, and the use of business intelligence (Btools. With all of these being important, how canIT leaders effectively focus on innovation in theirorganizations?

Opportunity: Applications transformation is essentfor any organization that hopes to become moreinnovative. Through applications transformation, thapplications portfolio is rationalized and moderni

to run in a modern IT environment. Management, turn, is improved, along with operations. This addflexibility for more choice in IT sourcing decisions frees up significant IT resources and spending to bused for new value projects.

Application modernization and management efforenable large enterprises to bet ter track and controsystems, and to create flexibility, economy, and vaCloud-based and service-oriented solutions canadditionally drive value by improving interactions partners and associated streamlining supply chainand by opening new revenue streams.

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While in the past, physical infrastructure createdsignificant barriers to innovation; today smarter andmore nimble competitors can use applications to bringnew ideas to market quickly and efficiently. We seethis, for example, in Asia/Pacific where the absenceof significant legacy infrastructure is enabling firms toaggressively adapt cloud strategies.

Sourcing Strategies and Development

Doing everything in-house is becoming increasinglydifficult. This is not just because of cost and capitalinvestments, but because of the challenges of keepingup with technologies and innovations in the marketplace, and in the learning curve necessary to makeuse of those innovations in your own activities.

Organizations today are evaluating the historicalmodels of “own everything, run everything”—andare often turning instead to making better use ofsourcing alternatives aligned to their business goalsand priorities, including a blend of in-house, managed

services, hosted environments, outsourcing, and nowcloud-based services.

Challenge: Forward-looking CIOs now alsorecognize the cost of developing an application istypically far less than the cost of running that systemover its life cycle. By taking a holistic approach toapplication development—addressing technologyplatforms, operating environments, talent and securityrequirements, and other variables—organizationscan better manage both the up-front and long-termcost of a given system. By considering operationsand management during the development phase,

organizations can lower their total cost of ownership.Through the use of automation and as-a-servicetesting models, they can also radically reduce time todeployment while maintaining quality and security.

New and more flexible options are also now availablefor operational requirements. The traditional modelof owning and running your own hardware may nolonger be the best model for many organizations.That approach requires significant CAPEX and OPEXspending, requires substantial learning curves toincorporate new technologies and changes, and iscostly when technology strategies must be adjusted.

Sourcing strategies can help align the deploymentmodel chosen for each application, thus maximizingcosts, flexibility, agility, and other business, mission,and IT outcomes.

But sourcing alternatives are not just availablefor operational deployment, but for applicationsmanagement, for development, for testing, and formodernization.

HP research confirms this observation. Today, roughlyhalf of an enterprise’s business-critical applicationsare internally developed, with one-fourth coming fromcustomized third-party applications, and one-fourthcoming from “off-the-shelf” third-party applications.That will not change much in the future, CIOs say,and there is no clear trend to where business-criticalapplications will come from in the future. Furthermore,only one in eight CIOs (13%) have seen theirapplications backlog shrink in the past two years,while nearly one-third (31%) saw it increase. Why?Resources (36%), skill sets (34%), and modernizationstand out as the key issues.

Opportunity: Optimized sourcing alternatives for allapplications-related projects and initiatives can yield

measurable benefits for a business or governmententity. Virtual environments—leveraging outsourced,cloud, and service-oriented assets—can reducehardware and software requirements. These servicesare available not just for operations, but for allapplications life cycle related areas. These and othertransformational efforts can significantly reduce the70 to 80% of the IT budget that is typically spent onnoncompetitive, nondifferentiating applications, thusfreeing funds for more innovative uses.

To fully realize these opportunities, an applicationsassessment and transformation strategy should

capitalize on today’s most advanced technologies,including the selective use of public and privateclouds, hybrid delivery models, staff augmentation,out-tasking, and classic IT outsourcing. A range oftransformational assets—including automation, tools,business level agreements, and consumption-basedmodels—allows organizations to reduce complexityand improve performance, while paying only for whatthey truly need.

Organizations can also wield applications to createand support a true Instant-On Enterprise. Well-developed and sourced applications, properly

managed and governed, can be used to build moreflexible systems, to improve the efficiency of processesand transactions, to strengthen security, to govern anorganization to meet legal and ethical requirements,and to support more intimate and customizedinteractions with customers, constituents, and partners.



What CIOs should do Applications are the heartbeat of any business.To create a measurable competitive or missionadvantage, organizations should leverageapplications to drive more efficient processes andto create richer customer and citizen experiences.For CIOs to create a more effective and productiveenterprise applications portfolio, they must:

• Ensure the organization’s applications strategy is

aligned to and supportive of your broader businessand government strategies.

• Invest in a comprehensive applicationsrationalization initiative to assess, prioritize, andget your portfolio under control. If you have alreadydone so, do it again (if it has been more than fiveyears) or make it part of your governance processes.

• Modernize mission-critical applications andinfrastructure where needed.

• Understand thoroughly your applications-relatedcosts and ROI, and know where your IT organizationcan add significant value to the business.

• Outsource or out-task any function or applicationthat does not deliver unique added-value to yourusers (whether customers, citizens, or employees).

• Look for additional ways to build added value—often by leveraging cloud-based solutions, service-oriented architecture (SOA), business processmanagement, testing, development, and othersolutions.

• Leverage strategic partners—for their expertise,knowledge, skills, and ability to jump-start andaccelerate your own value.

• Recognize the very real and significant “cost ofdoing nothing.” Then plan and pursue a logical pathto transformation—and start now.

Next stepsMany IT departments manage applications portfoliosthat span proprietary systems, industry-specificsolutions, and packaged software distributed acrossoperating units and geographies across the globe.To achieve the ideal balance of cost-effectiveness,speed, and quality of outcome, a successfulapplications improvement effort must harnesstechnical capabilities, proven methodologies, andextensive human resources—and also work as broadlyacross the organization as is possible. Althoughlocal transformation efforts can be successful,organizational-wide ones will have the largest impact.

While most organizations have some of theneeded elements, and many have internal teamsaddressing aspects of this challenge, it is costly andifficult for any single company or department toeffectively marshal this full range of capabilities.Many organizations don’t have resources availabto undertake these efforts and often don’t have thespecialized training, skills, or experience to make happen quickly.

For these reasons, we recommend organizations w

with an external IT services partner that offers provexperience in transforming applications into modeagile environments. Because they provide solutionsfor many companies, a capable partner will have frameworks, processes, and resources—including tleveraged benefits of managed, outsourced, and ctechnology alternatives—needed to ensure maximusuccess for an applications transformation effort.

HP stands ready to help organizations andgovernments meet the demands of their marketplaand missions, with flexible applications that aremanaged effectively and designed to reduce costs

HP has more than 45 years of experience in themodernization, rationalization, and transformationof enterprise applications. The company deliversapplications consulting, development, testing,integration, outsourcing, and management, includindustry-specific solutions. This portfolio spansthe full applications development life cycle, fromstrategy and planning through design, build, andtesting of applications, implementation, and ongomanagement of packaged and custom enterpriseapplications.

With more than 50,000 applications professionalworldwide, HP serves 700-plus applications soluticlients, providing maintenance and integrationsupport for more than 1 million applications and 2billion lines of code worldwide. Those capabilitiesare designed for a focused purpose: to support thconvergence of consumers, citizens, and enterprisand to provide the people, technology, and innovneeded to shift from merely utilizing IT to leveraginfor better results.



Conclusion Applications are the heart of most modern enterprises.Regardless of size or industry sector, all organizationsrely on applications to manage markets, drive theirsupply chains, coordinate operations, and build andmaintain more responsive and lasting customer orcitizen relations. For many enterprises, applicationsare how they deliver new products and services.

To meet today’s most crucial challenges—of mobility,

integration, creating new value, and developing bettersystems—organizations need applications capableof delivering positive business and mission results.Unfortunately, most CIOs struggle to address thesechallenges because of rigid IT environments definedby overly complex systems, data proliferation, siloedprocesses, and applications sprawl.

The good news is that companies and governmentscan now adopt a logical, transformative approach toinformation technology. That approach incorporatestwo key elements: a cohesive and integratedapplication portfolio designed to enable new

processes, products, and services to drive leadershipand differentiation; and a modernized enterprisearchitecture that can adapt quickly to capitalize onnew opportunities and efficiencies.

By taking a logical pathway to transformation, andby partnering where appropriate with experiencedapplications specialists, businesses and governmentscan build and maintain more responsive, cost-efficientorganizations. This will help them become the Instant-On Enterprises that will compete and succeed in theemerging global environment.



© Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. The onlyarranties for HP products and services are set forth in the express warranty statements accompanying such products and services. Nothing herein

hould be construed as constituting an additional warranty. HP shall not be liable for technical or editorial errors or omissions contained herein.

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