Continuing my week in Las Vegas for the Data Center Conference 2009, I attended a keynote session on Service Management. There were two analysts that co-presented this session.
One analyst was the wife of a real CEO, and the other was the wife of a real CIO, so the two analysts explained that there was a langauge gap between IT and business. Use the analogy of a clock, business is concerned with the time shown on the front face is correct and ticking properly, but behind the scenes, the gears of the clock, represent IT, finance, supply chain and other operations.
Based on recent surveys, there is a 45 percent "alignment" between the goals of CEO and the goals of a CIO. CEOs are concerned about decision making, workforce productivity, and customer satisfaction. CIOs on the other hand are worried about costs, operations and change initiatives. Both CEOs and CIOs are focused on innovations that can improve business process. Service management strives to shorten the language gap between business and IT, by helping to drive operational excellence that benefits both CEO and CIO goals. Recent surveys found the key drivers for this are controlling costs, improving customer satisfaction, availability, agilty and making better business decisions.
Unfortunately, in this economy, the idea of "transformation" is out, and "restructuring" is in. In much the same way that employees have abandoned career development in favor of simple job preservation, companies are focused on tactical solutions to get through this financial meltdown, rather than launching transformation projects like deploying Service Management tools.
How much influence does the CIO have on running the rest of the business? Various surveys have found the following, ranked from most influential to least:
The bottom rank not only have little or no influence, but are at risk of losing their jobs. Evaluations based on a Maturity model finds many I&O operations in trouble, 11 percent taking some pro-active measures, 59 percent committed to improvement, and 30 percent aware of the problems.
IT Service Management tries to bring a similar discipline as Portfolio Management and Application Lifecycle Management. Why can't IT be treated like any other part of the business portfolio? What is the business value of IT? IT can help a business run, grow and even transform. IT can help consolidate and centralize shared services to help leverage resources and offer cost optimizations not just for itself, but for the business as a whole.
CIOs that can adopt IT Service Management can have a "Jacks or Better" chance for a seat at the executive table to help drive the business forward.
This week, IBM celebrates its Centennial, 100 years since its incorporation on June 16, 1911.
A few months ago, the Tucson Executive Briefing Center ordered its latest IBM System Storage [DS8800] to be on display for demos. This was manufactured in Vác, Hungary (about an hour north of Budapest), and was going to be shipped over to the United States.
However, Sam Palmisano, IBM Chairman and CEO, was in Hannover, Germany for the [CeBIT conference] and wanted this DS8800 to be re-directed to Germany first for this event. He was kind enough to sign it for us. Brian Truskowski, IBM General Manager for Storage, and Rod Adkins, IBM Senior Vice President for IBM Systems Technolgoy Group (and my fifth-line manager), also signed this as well!
I am pleased to say this "signed" DS8000 has arrived to Tucson. This is the latest model in a family of market-leading high-end enterprise-class disk systems designed to attach to all computers, including System z mainframes, POWER systems running AIX and IBM i, as well as servers running HP-UX, Solaris, Linux or Windows.
For more on IBM's other innovations over the past 100 years, check out the [Icons of Progress], which includes these storage innovations:
If you are planning a visit to Tucson, please ask for a tour to see this DS8800, a historic monument to disk innovation!