Intelligent CIO Europe Issue 15 - Page 39

////////////////////////// D igital Transformation is everywhere. It heralds a new era of business agility and innovation-fuelled growth – catapulting the role of the CIO into a major boardroom player. However, this also means that IT leaders are under more pressure than ever before for their teams to support business demands for continuous innovation – delivering services faster, cheaper and often with fewer staff. Transitioning into a digitally- empowered business is at the top of many C-Suites’ priority lists and according to a 2018 IDC report, 89% of enterprises have plans to or have already adopted a ‘digital-first business strategy’. Thus, it is no surprise that the global Digital Transformation market is growing at a CAGR of over 18% and according to MarketWatch, is estimated to exceed US$462 billion by 2024. But success is proving difficult to achieve. Half of the US executives surveyed in one 2017 poll said that their company isn’t successfully executing against 50% of their Digital Transformation strategies. One in five said they secretly believe it’s a waste of time. This is also supported in numerous other sources. In fact, a report from analyst firm, IDC, also warns that while spending is increasing, firms aren’t getting the results they crave. Over half (59%) of organisations questioned for the report were described as being stuck in the early stages of Digital Transformation maturity, what IDC calls a ‘digital impasse’. But it doesn’t have to be like this. A few notable organisations are seen as good examples of successful digital companies, in particular, modern and disruptive ‘challenger banks’ such as Monzo and Starling Bank have led the way by placing digital at the very heart of their operations. These businesses are able to innovate at an extreme pace, placing more traditional companies one step behind. However, challenger banks are unique in the fact that they did not inherit any legacy technology as they were born during the digital age and thus were able to implement the services expected within a traditional banking experience while utilising modern technology. Legacy and complexity compounds the need for visibility Organisations that struggle to implement a successful Digital Transformation project all have one problem in common: behind Mike Walton, CEO and Founder at Opsview a new breed of innovative customer and employee-facing digital services lies a hotchpotch of disparate and decentralised system – virtual machines, hybrid cloud accounts, IoT endpoints, physical and virtual networks and much more. These disparate, decentralised systems don’t talk to each other and they frequently fail. To make things worse, many of these systems are outside of the control of IT, adding an extra layer of opacity and complexity. With so much at stake, the only way to mitigate against the risk of business failure is for CIOs to ensure that its IT team centralises IT monitoring and destroys data islands to gain a holistic view of what is going on across the business. By monitoring all aspects of applications and systems from a single pane of glass, the CIO can ensure that the business has the full picture of system health, availability and capacity at all times in near real-time and that IT is able to drive business value from Digital Transformation operations. Furthermore, without visibility into the performance of applications and systems, early-stage problems can be missed which then end up snowballing into major incidents, such as IT outages. These types of incidents have a huge financial impact and every minute a business is suffering from an IT outage it haemorrhages money – in fact, it costs about US$5,600 per minute according to Gartner’s research, although the analyst admits that the figure could INTELLIGENTCIO 39