During a pressure-packed situation aboard the retrofitted USS Enterprise in Star Trek: the Motion Picture, Commander Decker explained to Admiral Kirk, “It's my duty to point out alternatives.” Allow me to do the same with you.
Sure, it’s pretty easy to maintain the status quo when you hold all the cards, when you can make all the decisions. If I were in your shoes, I would focus on command and control too – house all my applications and workloads in a data centre that I maintain personally, mostly in a traditional row by row, discipline by discipline architecture while dipping my toe in workload-specific private Clouds. I might even try appliance or converged deployments, as long as I could touch and feel them.
Unfortunately, very few IT executives can maintain that level of autonomy with their IT assets. A good portion of the IT decisions are moving to the Lines of Business, to the leaders that control the entire P&L of the company. This includes what technologies are implemented to enable the company, and what price the company is willing to pay for them. LOB leaders have options around where to buy their applications, and those options include significantly diversifying the workloads across a variety of models (public Clouds or external infrastructure provision and management):
IT command and control evolves into IT Cloud brokering across a variety of data centre models. IT executives focus on what’s best for the rest, versus what best for IT.
Now that the business is taking the lead, LOB heads are shopping for alternatives to traditional IT. They prefer:
- a cost model that aligns with their revenue model, which could be entirely transactional, and entirely unit price driven. LOB leaders like the scalability of Cloud financial models that significantly minimizes the “keep the lights on” base expenses inherent in traditional IT investments
- the introduction of new products and offerings that are not dependant on the long lead times associated with acquiring, installing and configuring applications and hardware associated with traditional data centre management
- significantly changing their IT infrastructure to meet or exceed the security and risk requirements of their corporate customers, without massive transformational projects
HDS can help provide alternatives, but we require strong global partnerships, just like we have with CGI. HDS and our clients can now leverage CGI’s global footprint of infrastructure service delivery centres for a variety of enterprise storage, archiving, disaster recovery, and mobility services, including:
- Secure data centres connected through a global network
- Government and Industry Certifications audited annually
- Local (in-country) and remote management capabilities
- Technology vendor independence – customized solutions
- 10,000+ Infrastructure services professionals
The new partnership directly creates value for the new ‘Business-Defined IT’ preferences:
- Elimination of large up-front CAPEX investment, allowing for re-investment on more strategic business initiatives
- New financial modes:Reduction of overall customer risk by providing disaster recovery, and increased SLA and QOS
- Pay As You Go utility model (pay only for what you use).
- True flexible consumption model (flex model up/down).
- Dramatic improvement in time to market: capacity on demand and onsite buffer to absorb the customer storage burst and new projects requirements.
For more information, click here http://www.cgi.com/en/hitachi-data-systems-cgi-announce-global-strategic-partnership-cloud-services
Live long and prosper.