New Models for Business Alignment - Dell EMC · PDF fileNew Models for Business Alignment ... The CIO Needs to Govern Enterprise Service Strategy Architecture ... New roles emerging

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New Models for Business Alignment


Priority Discussion Topics

• New models for Business Alignment with ITaaS

• Re-organizing IT to maximize the ITaaS benefits

• First hand lessons learned


Everything as a Service

Architecture Design,

Development, Quality Assure

and Deploy Infrastructure Services

Security

Service Management

Infrastructure as a Service

Application Services

Software as a Service

Data as a Service Content as a Service

Platform as a Service

Business Services

Business Process

as a Service

Business Services

Consumers

Mobile as a Service

Desktop as a Service

Security as a Service

Enterprise Architecture / Portfolio Management and Governance


The CIO Needs to Govern Enterprise Service Strategy




Security

Service Management






Messaging Travel & Expense

Search BPM

ERP CRM

Collaboration ECM

Business Services

Business Process

as a Service

Knowledge Supply Chain

Facilities Travel

Legal Call Center

Finance HR

Business Services

Consumers

Mobile as a Service


Architecture as a Service

Design as a Service

Development as a Service

Quality Assurance as a Service Deployment as a Service


Identity as a Service

Authorization as a Service

Authentication as a Service

Confidentiality as a Service

Integrity as a Service

Audit as a Service

Enterprise Architecture /Portfolio Management and Governance


XaaS – Everything as a Service (Example Human vs. Digital)




Security

Service Management




Content as a Service Data as a Service



Search BPM

ERP CRM

Collaboration ECM

Business Services

Business Process

as a Service


Facilities Travel

Legal Call

Center

Finance HR

Business Services

Consumers

Mobile as a Service



Design as a Service









Audit as a Service


Pure Human

Pure Digital


XaaS – Everything as a Service (Example Fortune 1000 - Internal vs. External)




Security

Service Management







Search Content

Mgt

ERP CRM

Collaboration BPM

Business Services

Business Process

as a Service


Facilities Travel

Legal Call Center

Finance HR

Business Services

Consumers

Mobile as a Service



Design as a Service









Audit as a Service


Internal

External


EMC’s IT as a Service Framework

User Interface as a Service



Network Compute Storage and Backup

Converged Infrastructure


Security Integration Layer

Application/Web Servers Development Tools

Content Management Business Intelligence

Business Applications

Virtual Desktops Choice Computing Mobility

Service Management Standardization Simplification Management and

Automation

Database Platforms

GRC


IT as a Service Offerings

Lab as a Service • Logistics • Installation • Networking • Infrastructure

Cloud Services Cloud9

Cloud Services IaaS

Managed Storage & Remote Site • Network File Share • Home Directory • End User Backup • Remote Site Bundle

Managed Hosting • Hosting Bundle • FTP Services • Shared Web Services • Remote App Access • Application Hosting

Big Data Analytics • Database • Hosting/Sandbox • Data Modeling • BI Tools and Analysis • Consulting

Content Management

Platform Services IT Infrastructure Services Engineering Lab Services

Service Management Asset management, Configuration management, Ticketing, Escalation, Metering, Billing, Orchestration

Light-weight governance ensuring the business need is satisfied through the appropriate service offering

Service Levels Provision time, HA/DR. RTO, RPO, Change control, Compliance, Monitoring, Cost

Hosting Services Through 2011


Centralized / Decentralized Pendulum

Centralized • Scale • Efficiency • Specialization • Standardization

De-Centralized • Customer Intimacy • Alignment • Flexibility • Innovation

IT has swung back and forth between Centralized and De-Centralized over the past 40+ years, If ITaaS is simply the next wave of Centralization, we have missed the opportunity.


ITaaS: Core Building Blocks

Focus on Efficiency, Lean

Centralization of common functions

Service Level Agreements

Transparently charge for actual Service consumed

Repeatable, process driven delivery based on Best Practices / Frameworks

Separate Demand & Supply Management

Focus on Agile, Innovation, Alignment with Business

Decentralize Advisory, Relationship Management & roles requiring intimate business knowledge

Manage the service as a business, not a fixed cost

Offer services customers value, at the level they prefer

Provide incentives for breakthrough methods, improve efficiency, invest in new services

Competition / benchmarking ensures Market Competitive pricing

Professional Services Organization Model

By combining the value provided by three supporting concepts, this model delivers on the promise of technology at the lowest cost possible for a given Service Level.

IT as a Service - Organization Run IT

As a Business Shared

Services


Organizing for ITaaS Agile

Innovative, Responsive, Flexible, Customer Oriented

Lean Standardized, Process Focused, Transaction Oriented

Dem

and

Supp

ly

Adapted from: Winning the Three Legged Race: When Business and Technology Run Together, Faisal Haque, et. al.

Portfolio

Management

Enterprise

Architecture

Service

Management IT S

M


EMC’s ITaaS Program Strategy

Service catalog Pricing, Show/

charge-back policies Service strategy

Go-To- Market

1

Portfolio / Demand mgmt.

processes Service design

and launch

Service roadmap

Service Portfolio Management

Automated orchestration and provisioning

Standardized service delivery and support

processes

Standardized service management tools

2 3

Service Delivery and Support

Metering

4

Service costing policies

Financial Management

Cloud Infrastructure

GRC

Skills / Roles / Competencies

Customers

Service request / delivery Invoicing VoC

6

5


An Organizational Evolution Is Underway

Imperative Business and financial management

IT Service Management

New focus area Cloud service operations management



Virtual Desktop as a Service

Enterprise Applications as a Service

New roles emerging Cloud Architect, Cloud Admin Cloud Capacity Planner IT Automation Engineer

Virtual Infrastructure Architecture

Virtual Infrastructure Management

Security Systems Storage Backup

and Recovery

Data Center

Networks

Traditional roles are still essential


Global Security (GSO)

Solutions Delivery

Group (SDG)

Global Infrastructure

& Services(GIS)

IT Supply of Services (How)

IT Business Technology

Group

Engineering & Manufacturing Business Technology Team

Sales & Marketing Business Technology Team

Business Demand

(What)

Sales & Marketing

Engineering & Manufacturing

IT Business Technology Team IT

Global Services Business Technology Team Global Services

G&A Business Technology Team G & A

EMC IT Organizational Model

Office of Architecture and Innovation | Office of the CIO | IT Finance | IT HR


Organization Evolution from Alignment based to Business Solution Focus

BCIO GS

BCIO

ESD

BCIO G&A

Business Consulting

Project Management

Technical Design & Development

Testing Center of Excellence

Application Support

AFTER

Process Architecture & Problem Solving

Infrastructure

Plan

Build

Operate

Dev

Test

Infrastructure

App Supt

BEFORE

Dev

Test

App Supt

Dev

Test

App Supt

Dev

Test

App Supt

Dev

Test

App Supt

Dev

Test

App Supt

Project Management Business Analyst


External and internal factors result in new and revised capabilities…and expose some gaps

New capabilities required

Enhancements of existing

capabilities

• Product management and product marketing-type roles within IT to assess business needs, develop and take to market IT services

• Selling and influence skills to drive adoption of standardized enterprise services and discourage unnecessary customization

• Act as “Buyer’s Agent” or “Broker” for all IT related requirements

• Process engineering skills to effectively apply IT automation to the IT process flow

• Strong business & financial acumen. Costing, pricing and invoicing capabilities

• More robust architects to design holistic service offerings that span across IT traditional stove-pipes of storage, network and compute

• Deeper expertise in IT automation; infrastructure, database and middleware, and application

Merging of capabilities

• Service support requires individuals who understand the integration of all technologies involved in delivering the service

• Deep understanding of data flow, lineage and interdependencies


Key Learnings from EMC IT • Establish PMO and strong governance model

• Ensure focus on change management and communication

• Plan for knowledge transfer and transition

• Set proper expectations with Business Partners

• Define clear, practical KPIs & SLO’s

• Be prepared to discuss costs ($$) and benchmarks!!

• Complete full inventory and scoring of application portfolio

• Map Business Capabilities to IT Services


THANK YOU

Documents

New Models for Business Alignment - Dell EMC · PDF fileNew Models for Business Alignment ... The CIO Needs to Govern Enterprise Service Strategy Architecture ... New roles emerging