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Tony Pearson is a Master Inventor, Senior IT Architect and Event Content Manager for [IBM Systems for IBM Systems Technical University] events. With over 30 years with IBM Systems, Tony is frequent traveler, speaking to clients at events throughout the world.
Lloyd Dean is an IBM Senior Certified Executive IT Architect in Infrastructure Architecture. Lloyd has held numerous senior technical roles at IBM during his 19 plus years at IBM. Lloyd most recently has been leading efforts across the Communication/CSI Market as a senior Storage Solution Architect/CTS covering the Kansas City territory. In prior years Lloyd supported the industry accounts as a Storage Solution architect and prior to that as a Storage Software Solutions specialist during his time in the ATS organization.
Lloyd currently supports North America storage sales teams in his Storage Software Solution Architecture SME role in the Washington Systems Center team. His current focus is with IBM Cloud Private and he will be delivering and supporting sessions at Think2019, and Storage Technical University on the Value of IBM storage in this high value IBM solution a part of the IBM Cloud strategy. Lloyd maintains a Subject Matter Expert status across the IBM Spectrum Storage Software solutions. You can follow Lloyd on Twitter @ldean0558 and LinkedIn Lloyd Dean.
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Did you miss your chance to attend Storage Networking World last week? IBM has some upcoming conferences that might be of interest to you.
IBM Systems Conference 2009
In this inaugural event, IBM executives, developers and industry experts reveal the latest innovations, trends and directions. In the span of three full days, you will hear and see technologies demonstrated that are needed to transform and respond effectively in these economic times.
There will be three tracks:
IBM Systems -- Including storage, mainframe, POWER and x86 systems
Solutions for a Dynamic Infrastructure
Professional Development -- including negotiation skills, project management and TCO analysis
IBM System Storage and Storage Networking Symposium
If the above conference is too broad, we have a more storage-specificconference. The [IBM System Storage and Storage Networking Symposium] brings IBM storage developers, architects, technical experts, solution providers and customer speakers together in one place to show you how to address the growing challenge of managing and securing retention managed data. You'll also learn about the latest IBM System Storage™ portfolio product announcements.
I have spoken at these perhaps 12 of the last 14 years. The list of presenters has not yet finalized, so I do not yet know if I will actually be there this year.
Two exciting things are new this year. First, instead of being in San Diego or Las Vegas, it will be held in Chicago, Illinois instead!Secondly, you get a two-for-one with the [IBM System x and BladeCenter Technical Conference]. That's right, they are co-located there in Chicago so that you can attend sessions from both! Perhaps you spend 80 percent of your time on storage, and 20 percent on x86 servers, or 80 percent servers and 20 percent storage, now you can register for one price, and decide when you get there.
If you act soon, you can save money with the early-registration discount by May 31.
Hopefully, this will give you enough time to plan and make travel arrangements!
"... firms don't have the detailed electricity consumption data they need to implement energy efficiency initiatives. What they have is an energy bill for a facility."
A common adage is that "you can't manage what you don't measure." IBM has beefed up the ability to measure andmonitor electricity usage, not just IBM servers and storage, but also non-IBM IT equipment and facilities infrastructurelike UPS, HVAC, lighting and security alarm systems.
Hitch Green IT to data centre refurbishment projects
"Energy savings alone don't constitute a business case to overhaul an existing data centre, undertake a refurbishment project or build a new Green Data Centre."
Either CIOs don't have the measurements of electricity to perform an ROI or cost/benefit analysis, or the facilitiesfolks that sense improvements are possible may not see the big picture compared to other business investments.Instead, IBM seeks to incorporate IT energy efficiency best practices into existing business plans for data center improvements.
Tackle corporate energy efficiency and emissions
"... a strategy discussion and corporate carbon diagnostic are the start point to stimulate demand. Not a cold sell on Green IT."
Project Big Green is more than just an IT project.IBM's Global Business Services consultants have transformed it into a Carbon Management Strategy encompassing employees, information, property, the supply chain, customers and products. For companies that are looking atreducing their carbon footprint overall, this approach makes a lot of sense.
Differentiate offerings by industry and country
"The inability to get more power into urban data centres has driven demand for energy efficiency by banks, telcos and outsourcers."
Different countries, and different industries, have different priorities.Europe, and in particular the UK, focuses on carbon emissions as much as energy costs due to mandatory emissions caps.For data centers in the largest cities, an increase in electrical supply may not be available, or be too expensive,and the time it takes to build a new data center elsewhere, typically 12-18 months, may not be soon enough to handlecurrent business growth rates. Energy efficiency projects can help buy them some time.
Plan for slow customer adoption
"IBM is developing the market for IT energy efficiency and carbon management services. And its very much an early stage market today."
IBM is frequently on the forefront of new technologies and emerging markets, so it is no surprise that we areused to dealing with slow customer adoption. The combination of high energy costs, tightening regulations and stakeholder pressure will drive the market. Larger companies and government organizations that have the meansto make these necessary changes will probably lead the adoption curve.
Prepare for investment barriers to IT energy efficiency
"With the low hanging fruit picked, IBM has found that there is an unwillingness to spend money on planting a new orchard."
IBM has helped IT clients with quick fixes offering rapid payback such as adjusting data center temperature and humidity to reduce energy consumption. But in the current economic environment, persuading firms to install variable speed fans with a 6-year payback is much tougher. Again, this is a matter of CIOs and other upper level management balancingfinancial investment decisions with some foresight and vision for the future.
Project Big Green launched back in May 2007, and last month IBM renewed its commitment with Project Big Green 2.0,continuing to enhance product and service offerings in support for this much needed area. And while the leadersin the G8 Summit will discuss a variety of topics, three top "green" issues on their agenda include rising energy costs, global climate change and controlling carbon emissions.
But ITSM is more than just a better way to manage operational tasks, it is focused on the best practices of the IT Infrastructure Library (ITIL) which has been adopted bythe European Union, and now being adopted worldwide by both government agencies and private enterprises as a smartway to run your IT environment.
Of course, we've designed our solutions to apply to your entire IT environment, supporting both IBM and non-IBM equipment, so even if not all of your servers and storage come from IBM, at least your software can be.[Read More]
This week, I presented at the "IBM TechU Comes to You" event in beautiful Dubai, United Arab Emirates. This was a three-day event, so here is my recap of Day 3.
IBM Spectrum Control Family - The right products for your storage management needs
Mike Griese (IBM Spectrum Storage Evangelist) presented the IBM Spectrum Control family. There are now four editions of IBM Spectrum Control:
IBM Spectrum Control Based Edition -- comes included with specific IBM Storage products to provide Cloud APIs such as those required for VMware.
IBM Spectrum Control Standard Edition -- Includes "Based Edition" and adds monitoring, provisioning and troubleshooting for IBM and non-IBM storage devices. Also includes IBM Copy Services Manager for select IBM storage devices.
IBM Spectrum Control Advanced Edition --Includes "Standard Edition" and adds Spectrum Protect Snapshot to take application-aware snapshots, and the Storage Analytics Engine to optimize data placement.
IBM Spectrum Control Storage Insights -- A "Software-as-a-Service" subset of "Advanced Edition" for IBM storage products.
Implementation of Incremental Forever Backup and Deduplication with Spectrum Protect
This was combination of an overview of IBM Spectrum Protect plus an update of the latest v7.1.5 release. For those who use alternative backup software like Veritas NetBackup or Commvault Simpana, I explained how to implement "Incremental Forever" backup, which has been shown repeatedly by analysts and studies as being far more efficient than traditional backup methods like Full+Incremental or Full+Differential.
For those who may be using an earlier version of IBM Tivoli Storage Manager, I presented the new "Dedupe 2.0" features, including the new concept of "Container Pools" that can either be "Directory Pools" on SAN or NAS-based disk storage, or "Cloud Pools" on object storage, like IBM Cleversafe or IBM SoftLayer.
Spectrum Control Storage Insights - Redefining storage management simplicity
Mike Griese presented the newest member of the IBM Spectrum Control. Storage Insights is a Software-as-a-Service offering, that was recently reduced in price: only $250 per month for the first 50TB. Increasing amounts of storage capacity monitored are tiered at lower and lower prices.
Real-time Compression in Database environment
When it comes to compression, should you compress at the database level, or in the storage device? Database management systems like IBM DB2 and Oracle DB offer row-level or page-level compression.
IBM Real-time Compression available in IBM XIV and all of the latest Spectrum Virtualize products: SAN Volume Controller, Storwize V7000, Storwize V7000 Unified, Storwize V5000, FlashSystem V9000, as well as any of these in the VersaStack converged system from IBM and Cisco.
IBM ran tests that compared volume with database uncompressed, database-based compression, compression on IBM Storwize V7000 with IBM Real-time Compression, and a test run that does both database and storage-based compression together. The results might surprise you!
I explained the pros and cons of each method of compression, and why you might choose one or the other.
Be Ready for Object Storage with CleverSafe
Eric Forestier (IBM Montpelier) presented a quick overview of IBM Cleversafe, then did a live demo of the PUT and GET features. For example, he used the Linux CURL command to upload a video file as an object in his IBM Cleversafe cluster back in France. Then he used a regular browser to stream the video back.
Was Dubai too far away for you to attend? Want to hear the latest technical information about IBM Storage, but not willing to wait until the big [IBM Edge Conference] this September? We will have several more "IBM TechU Comes to You" events in May and June.
IBM doesn't publicly report subset numbers on individual product lines, but we are growing, albeit single-digit growth, on the high-end with our IBM System Storage DS8000 and DS6000 series products. Single digit growth is not "booming", but it is what we expected in this space, so it is not like we are"feeling the chill" as Robin stated.Obviously, if the U.S. market overall is doing poorly, then it must be from something else. IBM's success appears to be from organic growth in our Asia and Europe markets, and taking marketshare away from the top two contenders, EMC and HDS. Here are my thoughts why:
EMC is remodeling its kitchen
Not happy with its status as #1 disk hardware specialty shop, EMC is admirably trying to redefine itself as an ["information infrastructure"] company, buying up software companies and introducing new storage services. [Byte and Switch] reports onEMC's recent acquisitions:
EMC is the latest vendor to pin its colors to the SaaS mast, revealing its plan to offer SaaS-based archiving services during its recent Innovation Day in Boston.
EMC gave another clear indication of its SaaS intentions last month, when it spent $76 million to acquire online backup specialist Mozy.
IBM has offered[Managed Storage Services] foryears through our Global Technology Services (GTS) division. Gartner recognized IBM as the #1 leader in storageservices, with three times more revenues than EMC in this space.
As with a restaurant that is remodeling its kitchen, it can expect a temporary drop inrevenue. If it is done right, customers will come back to a bigger brighter restaurant. If not, the restaurant re-opens as a much smaller lesser version of itself. Recent events this year might incent EMC to get that kitchen done quickly:
A recent [class-action lawsuit]might result in having EMC's "86 percent male" sales force goes to sexual harassment sensitivity training, takingtime away from selling high-end storage arrays in the field. Analysts consider "high-end" boxes as those costingover $300,000 US dollars. Because of the money involved, there is a lot of competition for high-end storage, so face-to-face time with prospective customers is crucial to making the sale.Anytime any vendor is mentioned in a lawsuit (andcertainly IBM has had its share in the past, as Chuck Hollis correctly points out in the comment below), priorities get shifted, and there is potential dip in revenues.
Dell acquires EMC's rival EqualLogic. Dell resold EMC midrange storage, like CLARiiON, so this should notimpact their high-end storage sales. While Dell will be allowed to sell EMC until 2011, this new acquisition mightmean Dell leads with the EqualLogic offerings, and that could potentially reduce EMC revenues in the midrange space.
IBM went through a similar phase in the 1990's, redefining itself from an "IT Technology" company, intoa "Systems, Software and Services" company. These transitions can't be done in a quarter, or even a year, theytake several years. IBM lost business to EMC in the 1990s, but is back with a stronger portfolio in the 2000's, and so IBM's kitchen remodeling effort appears to be paying off. We will see what happens with EMC in a few years.
HDS puts on the white lab coats
Meanwhile, HDS appears interested in taking over as #1 disk hardware specialty shop.For years, Hitachi was the stereotypical JCM (Japanese IBM-compatible manufacturer) that made well-engineered"me, too" storage arrays. They would see what innovators like IBM and EMC were doing, and copy them. Recently,however, they seemed to have changed strategy, introducing new featuresand functions on their high-end USP-V device, like[Dynamic Provisioning].
The problem is that customers don't want to feel like [Guinea pigs] in an experimental lab, especially withmission-critical data that they trust to their most-available, most-reliable high-end disk storage systems.Like IBM and EMC and the rest of the major storage vendors, Hitachi has top-notch engineers making quality products, but new features scare people, and so there is a lag in the adoption of new technologies.
In our youth, we might have preferred beer with recent born-on dates, and tequila aged less than 90 days. But as weget older, we switch to drinks like wine and whiskey, aged years, not weeks. The same is true for themarketplace. New start-ups and other "early adopters"might be willing to try fresh new features and functions on their storage systems, but more established enterprises prefer storage with more mature and stable microcode.Storage admins want to leave at the end of the day, knowing that the data will still be there the next morning. In tough financial times, many established companies want the technological equivalent to ["comfort food"], nothing spicy or exotic, but simplehearty fare that fills the belly and keeps you satisfied.
Recognizing this, IBM often introduces new features and functions on its midrange lines first, and position them accordingly. Once customers are comfortable with the concepts, IBM then can consider moving them into the high-end lines. For example, dynamic volume expansion was introduced on the DS4000 and SAN Volume Controller first, and once proven safe and effective, brought over to the DS8000 series. This strategy has served us well.
Well those are my theories. If you have a different explanation of why storage vendors are not doing well in thehigh-end, drop me a comment!
Tuesday is always good for announcements. Today, Gartner, Inc. announced that IBM has taken over HP in its climb to the top. I'll quote directly from today's press release:
STAMFORD, Conn., March 6, 2007 — Worldwide external controller-based (ECB) disk storage revenue totaled $15.2 billion in 2006, a 4.1 percent increase over 2005 revenue of $14.6 billion, according to Gartner, Inc.IBM overtook Hewlett-Packard for the No. 2 position in 2006 (see Table 1). IBM’s worldwide ECB market share increased to 15.8 percent, while HP’s market share dropped to 13.1 percent.
IBM beat HP both in 4Q06, as well as 2006 full year.You can read more about it from Gartner Dataquest report “Market Share: Disk Array Storage, All Regions, All Countries, 1Q05-4Q06" on their website. (Note: non-IBMers might need an account with Gartner to access this, not sure)
The focus was on external controller-based disk, not external controller-less SCSI/SAS disk, not disk arrays posing as virtual tape libraries, nor any disk sold inside HP, Sun, IBM or Dell servers. This is to compare with disk-only vendors such as EMC and HDS. The revenues reflect hardware only, including hardware-related parts of financial leases and managed services. Revenues from optional priced software features such as multi-pathing drivers, management software, or advanced copy services were excluded.I discussed these types of analyst reports back in blog post last September: Space Race Heats Up.
These marketshare numbers are based on revenues, not units or terabytes. When a box gets sold, the revenue was counted toward the vendor that sold it, not the manufacturer that built it. In this last report:
When Dell sells an EMC box, it gets counted as Dell. When Fujitsu Siemens sells an EMC box, it gets counted as "Other".
When HP sells an HDS box, it gets counted as HP. When Sun sells the HDS box, it gets counted as Sun.
When IBM sells its System Storage N series (from the OEM agreement with NetApp), it gets counted as IBM. Both IBM and NetApp experienced growth in the NAS/unified storage arena.
It's still cold here in the Washington DC area, but at least good news like this helps warm me up!
Well, I'm back from my vacation from Bali and Singapore, and am glad to seethat my fellow blogger BarryB [aka Storage Anarchist] also had a chance to take a break to exotic locations.
Next Thursday, in the USA, is [Thanksgiving holiday], so this will give me a chance to catch up on my email and read everyone's blog posts and product announcements.
The following week, December 2-5, I'll be attending the 27th annual [Data Center Conference] at the MGM Grand hotel and casino in Las Vegas, Nevada. IBM is a Premier and Platinum sponsor for this event.Look for me in one of the many break-out sessions, one-on-oneexecutive meetings, or IBM's "booth 20" at the solution center. Our team will be showingoff IBM's XIV, SVC and TotalStorage Productivity Center offerings, aswell as explaining IBM Information Infrastructure and the rest of theNew Enterprise Data Center strategy.
Continuing my blog coverage of the [Forrester IT Forum 2009 conference],I finally catch up with some keynote sessions this morning. Here's my recap on the rest of the main tent general session keynote presentations from BP, Microsoft and CFIL.
Dana Deasy, CIO and Group VP, Information Technology and Services (IT&S), BP
Dana presented "The gift we’ve been given – reinventing the IT organization". He is the CIO of BP, an energy company that made over 360 billion dollars selling oil and gas. In fact, it is the fourth largest company in the world, with 92,000 employees in more than 100 countries. Back in 2007, business was good but the senior management team felt that IT needed to be straightened out.Dana was brought in as a "fresh thinking" outsider, managing a group 4000 IT staff composed mostly of contractors, dealing with more than 2000 IT suppliers and more than 60 versions of SAP.
Dana presented the results of their IT makeover. In the first year, he was able to cut out 400 million US dollars from the IT budget, including the reduction of 500 people from the IT staff. He increased the employee/contractor ratio to 40/60, with plans to bring this up to 65/35 over the next year. He was able to get 1800 IT employees to perform a self-assessment to understand their strengths and weaknesses. He was able to centralize the IT leadership team, and deploy a common [ITIL] best practices implementation.
What did he learn from all this? Here were his top four "lessons learned":
No time to dwell but know your facts
Work in parallel to push the pace of change
Listen but in the end take your own counsel
Tell a compelling story to energize your employees and your leadership
Chris Capossela, Senior VP of Information Worker Product Management Group, Microsoft
Chris presented "Uncovering Value in the Cloud and On Your Desktop", onhow Microsoft customers are taking advantage of the software they have already purchased.For example, Jamba Juice was able to use Microsoft SharePoint to cut down locating documents from 15 minutes to just seconds, reducing 10-15 hours per week for more than 500 managers. More importantly, they were more confident that document they found was the right one. This is often referred to as "one version of the truth." In another example, Tyson Foods was able to connect Microsoft Word to their SAP application, and have that then connect to their Microsoft SharePoint.
Chris was amazed that many Microsoft customers don't take advantage of all that is available to them.He gave four examples:
Planning Services: If you buy an enterprise license to Microsoft products, you get planning services, from either Microsoft's own Microsoft Consulting Services or from thousands of Microsoft Business Partners. Only 8 percent of customers take advantage of this.
Home Use Rights: For enterprise license customers, employees can purchase "home use rights" to use the Enterprise level of Microsoft Office software for only 10 US dollars, but only about 3 percent take advantage of this.
Training: Many enterprise licenses come with 2-4 weeks of training vouchers, but only 40 percent take advantage of these vouchers.
E-Learning: Microsoft also offers e-learning, which Microsoft customers can either have delivered from Microsoft's own hosted services, or they can get a copy of the E-learning materials hosted inside their own company firewall. Again, few take advantage of this.
Chris wrapped up his presentation by citing some examples of customers that migrated from in-house, on-premises collaboration software to Microsoft's "Exchange Online" and "SharePoint Online" cloud computing Software-as-a-Service [SaaS] offerings. The cloud versions of these software do not offer all the features as the on-premise versions, but Microsoft is working to close this gap.
(IBM offers similar cloud computing services for email and collaboration called [LotusLive])
Gary presented "Tough Times: Opportunity for Innovation and Corporate Makeover". He had some greatquotes intended to help people become better leaders, like this:
“Leadership failures do not usuallyresult from leaders not knowing what todo; rather these failures result becauseleaders fail to do what they know fullwell they should and must do.Most leaders never get fully comfortable withthe changes that they wish for theirorganizations.”
Change the Conversation - employees want to have a compelling reason to change.
Create a compelling description of the future - employees want a vision of where they are headed.
Emotionally enlist employees in the cause - leaders are not remembered for their attributes, as much as the causes they stood for.
Help me understand the business - employees often do not have information in context to act accordingly.
Choose passionate - employees want to see leaders that are passionate and confident on the process and strategic direction.
Create a To-Stop list - we all have "to do" lists, but perhaps you need a "to don't" list. In other words, a list of bad habits and practices you need to discontinue.
Gary indicated that trust must be given before it is earned. If a leader doesn't trust the employees, how do you expect the employees to trust the leader? When asking employees to change their behavior, or self-assess their own skills, a leader must emphasize "I mean you no harm." Otherwise,mistrust will undermine the intended results.
The keynote sessions the past three days have provided clear motivation to the CIOs and IT leaders in the audience to consider making the necessary changes, with impressive results and actionable advice.
A Forrester Analyst drew the analogy of a river to the upcoming onslaught of millennials. Some 100 years ago, smart companies positioned themselves near rivers, the water provided power as well as a means of transporting products. However, today, being positioned near a river doesn't ensure company success, and there are plenty of examples of companies that have existed a long time now filing for bankruptcy.
As we get out of this recession, the war for people will be intense. In the United States, as many as 76 million[Baby Boomers], born between 1946 and 1964, are retiring or approaching retirement, being replaced by 46 million [Gen X], born between 1965 and 1976. By 2010, there will be as many as 31 million [Millenials], born between 1977 and 1998, in the workforce.
To drive the point home, the Forrester analyst cited [Whirlpool] as an example, a company more than 100 years old, with 73,000 employees across 170 countries. Whirlpool manufactures kitchen, laundry and other home appliances. From 1997 to 2002, however, Whirlpool's per-ticket sales were dropping at a rate of 3.4 percent per year. To reverse this trend, they established the Whirlpool Young Professional program, assigned I-mentors, and invested in Web 2.0 collaboration tools. They realized that they needed to harness the Gen X and Millenial energy. The result?From 2002 to 2006, they had a compete turn-around, with per-ticket sales growing 5.9 percent per year.
Since I covered IBM's keynote session yesterday, I thought it would only be fair to cover HP's today.IBM and HP are the top two IT vendors in the world, and not surprisingly also the top two IT storage vendors, and are both platinum sponsors for this event.
Phil McKinney, VP and CTO of Hewlett-Packard (HP) Personal Systems Group
Phil presented "Enabling Innovation: A Strength In Any Economy", which covered HP's approach to innovationnot just within HP itself, but also to help their customers. He presented an interesting progression forIT. In the first, IT is very technology-centric, focusing on standardizing platforms and automating tasks.In the second, IT is more process-oriented, standardizing and automating business processes measured for reliable IT outcomes. In the third, IT is business-aligned, standardizing and automating services, measured on business results. He argued that the challenge was for companies to transform their IT through this progression to improve business impact.
To help customers, HP focuses on four aspects of an Innovation Management Framework:
Strategy, Measurement and Metrics
Systems, Collaboration tools and knowledge management
Culture, Education and Training
Ecosystem, business partnerships and customer innovation
He wrapped up his talk reminding us that ideas without execution are just hobbies.
Tom Peck, Senior VP and CIO, Levi Strauss & Co
Levi Strauss & Co. manufactures denim pants and other clothing apparel, and has been doing so for more than 150 years. Tom made a point to actually wear denim jeans and a sports coat on stage for his talk.His presentation "Dealing with Disruption" was not about disruptive technologies, but rather the disruption the economic downturn has impact the retail industry. To survive through this recession, IT leaders needto be bold about their hiring, reorganizing and rethinking of IT because disruption is everywhere.
IT is not a cost center at Levi Strauss, and represents only 3.5 percent of their total expenses. Instead, they have educated their stakeholders that IT is an investment for competitive advantage. They have focused on simplifying, which is important because their line of pants has grown incredibly complex. When you factor in the different fabrics, colors, styles, sizes, fit and finish, you end up with a large numberof different pants. This complexity came from an effort to provide exactly what every customer thought they needed. He cited a great quote:
“If I had asked people what they wanted, they would have said faster horses.” --- Henry Ford
This same complexity occurs in IT. To address the changes needed, Tom combined "Lean IT" principles with "Six Sigma" methodologies. Lean IT helped identify problems with the overall flow of processes and provided the tools to remove steps that did not add value. Six Sigma was applied to the remaining steps that did add value, to improve capability and effectiveness.
Companies that have been around for awhile, like IBM, Whirlpool and Levi Strauss & Co., have learned to adapt to the changing business and IT landscape, and adopt new ideas for new ways of doing things.