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 threequarters 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 – but with all the governance and security their manual processes are currently enforcing handled intelligently by the infrastructure .
Finally , step three is to transform the entire operational model and structure of IT within the organisation . IT should operate
IT should operate as a service provider , with well defined costs , service levels and transparency to the business .
as a service provider , with well defined costs , service levels and transparency to the business . It should also act as a consultant and trusted adviser , helping the lines of business unlock further innovation and efficiency through a clear understanding of how technology could be applied to solving business problems .
Infrastructure transformation is only part of the story
Having the most agile back end infrastructure base in the world will count for nothing if you haven ’ t also undergone a change in the way you deliver applications . The emergence of DevOps teams and chief digital officers , amongst other things , is symptomatic of the wider digital transformation that needs to happen in lock-step with the IT infrastructure transformation . Similarly , security transformation is key : Governance and security processes in a world of AI and Big Data applications are very different to traditional enterprise security . Critically , the workforce needs to transform as well – to make use of these new applications to really drive the business forward .
Moving from today ’ s platforms to tomorrow ’ s technologies
Most organisations are well on the path with this transformation , having taken steps to automate some of their infrastructure , or creating a parallel infrastructure to support development teams as they try to accelerate their digital transformation . For those that have been delaying or putting off the more complex changes , there ’ s no longer the luxury of time . New start-ups join the market every day , and for enterprises to move ahead , they can ’ t be held back by their back end .
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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