DCN April 2017 - Page 17

centre of attention against challenger brands who are moving in to seize the market. It’s clear that business leaders recognise the threat; almost half (45 per cent) of respondents from the Digital Transformation Index study fear their business will become obsolete within the next three to five years and 78 per cent consider digital start-ups a significant threat, either now or in the future. These challenger brands are agile and innovative thanks to a total absence of legacy infrastructure to hold them back. In many cases, they can swiftly disrupt established business models through increased speed to market, better services, lower prices and greater convenience for customers. A coordinated response Businesses are responding in a fragmented manner, in some cases with departments going ‘rogue’ with third party and other cloud investments to bridge the gap when IT is unable to deliver. For many, this is a false economy and a non-starter, resulting in greater cost, risk and complexity in the long term. Rather, when asked about their future investment priorities to ensure success in the digital era, nearly three- quarters agreed that there is a need to prioritise centralised technology strategy. Key to this is infrastructure modernisation and the development of a strong software development capability. This will be vital in allowing IT to deliver on rapid changes in the overall business strategy required to keep pace with customer needs. A new back end for a new digital era Fine tuning the back end infrastructure requires three crucial steps. Step one is to modernise the infrastructure, as quickly as possible. This will mean evolving the infrastructure to deliver the resource for any need, on-premise or in the cloud, and enabling greater mobility of applications in a ‘software defined’ manner. So, when you need to move that legacy application from one physical resource to another, all that’s needed is a few clicks in the management application, not a months-long, resource intensive development cycle. The same applies to meeting expansion needs as data growth continues to outstrip expectations. Step two involves automating service delivery to drive efficiency. Incredibly, in an era when buying a public cloud service can happen in five minutes with a credit card and a web browser, IT resource allocation in many enterprises is accompanied by paper based approval processes that can take many weeks. These are processes that should be handled by automated software and organisational policy. You want to create a web application for testing purposes? Fine, we’ll put you in the cloud scratchbox. You want to scale it to production? No problem, policy says it can live here. It contains critical customer data? OK, well, then it lives in the on-premise resource to allow us to comply with data protection regulations. In effect, businesses should aim to apply the core features of a public cloud experience to their existing IT environments within the data centre – bu ][Bݙ\[H[X\]HZ\X[X[\\\H\[B[ܘ[[Y[[Y[HBH[\X\K[[K\YH\[ٛܛHH[\H\][ۘ[[[[X\HوU][Hܙ[\][ۋU[\]BU[\]H\˜H\XBݚY\][Y[Y\XB][[[\[BB\[\˂\H\XHݚY\][Y[Y\XH][[[\[HH\[\ˈ][[X\Hۜ[[[\YY\\[[H[\ق\[\[\\[ݘ][ۂ[YXY[HYHX\[\[[وXB[H\YY[˜\[\؛[\˂[\X\B[ٛܛX][ۈ\ۛB\وHܞB][H[Y[HX[[\X\H\H[Hܛ[[܈[Y[H][&][[\ۙHH[H[B^H[H[]\\X][ۜˈB[Y\[Hو]X[\[YYY][ٙX\[[ۙ\[\[\X]XوHY\Y][[ٛܛX][ۈ]YY\[[\\]BU[\X\H[ٛܛX][ۋ[Z[\KX\]H[ٛܛX][ۂ\^Nݙ\[H[X\]B\\[HܛوRH[Y‘]H\X][ۜ\H\HY\[Y][ۘ[[\\HX\]Kܚ]X[KHܚٛܘHYY[ٛܛH\[8$XZH\Hق\H]\X][ۜX[B]HH\[\ܝ\ [ݚ[B^x&\]ܛ\[ܜ&\XY\“[ܙ[\][ۜ\H[ۂH]]\[ٛܛX][ۋ][Z[\]]X]BYHوZ\[\X\K܂ܙX][H\[[[\X\B\ܝ][Y[X[\\^HHX[\]HZ\Y][[ٛܛX][ۋ܈H]]HY[[^Z[܈][ٙH[ܙH\^[\\x&\›ۙ\H^\Hو[YK]œ\ ]\[HX\]]\H^K[܈[\\\[ݙHZXY ^H[&]H[XHZ\X[ \[ M M