Infrastructures Dynamiques Challenges d'aujourd'hui et ... · Infrastructures Dynamiques Challenges d'aujourd'hui et opportunités de demain Carlo Purassanta, Integrated Technology

IDC DSI Symposium 2009 – 17 mars 2009

Infrastructures DynamiquesChallenges d'aujourd'hui et opportunités de demain

Carlo Purassanta, Integrated Technology Services Executive - IBM FrancePARIS, 17 mars 2009



IBM Global CEO Study : Enterprise of the Future

40 NATIONS FROM AROUND THE WORLD

32 DIFFERENT INDUSTRIES

19%OF COMPANIES HAVE MORE THAN 50,000 EMPLOYES

22%OF COMPANIES HAVE FEWER THAN 1,000 EMPLOYEES

The study Core traits of the Enterprise of the Future

1Hungry

for change

2Innovative

beyond customer

imagination

3Globally

integrated

4Disruptive by nature

5Genuine, not just

generous


CIO implications & key challenges

• Information that is growing exponentially in silos and has to be turned into ‘business insight’• The need to align skills and resources to support collaborative customer projects• Empower customers by giving them secure access to relevant information, transaction

capabilities and interactions

• The need to integrate people, processes, data and technology• Increasing demand for storage and bandwidth• Remove IT barriers to operational, technological and cultural integration• Build on common standards and shared services• Create a collaborative working environment

• Find ways to support growing business needs while controlling energy costs• Handle the explosion in numbers of workers, devices and networks• Lead by example on “green” initiatives, Reduce environmental impact • Enhance workforce mobility alternatives

• Pressure to meet increased expectations while reducing costs• Change that is outpacing IT’s ability to deliver• Act as the catalyst for change using IT’s unique vantage point• Mitigate risk associated with new opportunities

• Shift from technology provider to business solution creator• Reorient IT to focus on ROI and profitability—the language of business• Remove obstacles to business model changes• Facilitate rapid integration of acquisitions and mergers

Hungry for change

Innovative beyond customer imagination

Globally integrated

Disruptive by nature

Genuine, not just generous


CIO Study Overview | 13-Jan-09 4

“The CIO Paradox”, an examination of the many roles a CIO assumes, has been chosen as the study theme

4 CIO Study | Oct-30-08

Three sub-themes, based on the multiple roles that CIOs must handle simultaneously, illustrate the CIO Paradox:

Value Creator and Cost CutterDelivering competitive differentiation through technology while optimisingoperational costs

Business Leader and IT ManagerCo-creating the business strategy for tomorrow while maintaining yesterday’s IT infrastructure

Visionary and PragmatistChampioning new technology ideas while exploiting existing investments


Company survival and sustaining financial business commitmentsImprove cash flowOptimize the use of capital and assetsRapid, risk mitigated payback on investments (e.g., the business case)Control and manage the portfolio of investmentsGovernance participant to governance leadershipFocus moves from the Income Statement to the Balance Sheet and optimizing assets

The macro economic conditions have caused an increased focus

on financials performance…

Move down the cost curve

Tota

l Cos

t

Capacity

Efficiency initiatives that drive near-term saves via reduced capacity

Tota

l Cos

t

Capacity

Strategic initiatives that drive longer-term saves, sustained growth, and greater agility

Shift the cost curve down

In turn, clients are more aggressively establishing broader integrated cost reduction

and management programs

Cost TakeoutStaff ReductionsManagement De-layeringActivity/Service RationalizationTechnology Rationalization

TransformationalOperating Model ChangeConsolidation & Shared ServicesResource Optimization Process Optimization Fixed to Variable Cost Structures

Executive leaders need to rapidly consider optimization strategies to survive


Proposal for “The IT Agenda” within the downturn period

Investment / Effort ($$)

Realization tim

eframe (Years)

IT supplier consolidationIT supplier

consolidation

IT infrastructurearchitecture

IT infrastructurearchitecture

IT investment optimization


IT operations efficiency

IT operations efficiency

Application Services

Application Services

IT organisationalrestructuring

IT organisationalrestructuring

Value and efficiency areas within IT

Application harmonizationApplication

harmonization

0 Year

1 Year

2 Years

Low High

Infrastructure Sourcing/Tasking

Infrastructure Sourcing/Tasking

Process and Governance

Optimization / Consolidation / Virtualization

IT Architecture Reengineering

Service Management


CBM – IT Mgmt. Landscape IT Consolidation Analysis

IT Scan Energy Efficiency Analysis

Process Maturity

ITSM alignment

01

5432

targetAs Is

Dynamic Collaboration

Integrated IT& Business

IntegratedIT

PartiallyIntegrated IT

Discrete IT Silos

Dynamic Collaboration

Integrated IT& Business

IntegratedIT

PartiallyIntegrated IT

Discrete IT Silos

IT Governance

IT Operations

IT Development

IT BusinessManagement

IT Management is based on

technology silos

Technology silo metrics.

Limited or no ability to correlate IT metrics and

decision with business impact.

IT Management has visibility across

collections of technologies.

Application and project oriented

metrics.

Reporting schemes do not have

business context, unless it is provided

manually.

IT is managed in context of IT

service objectives.

IT service quality metrics.

Business has visibility of IT

service achievement, but must translate to

business objectives.

IT Management is focused on

contributions to business

performance.

Business performance

metrics.

The business drives IT service

decisions in business terms.

IT service is dynamically

configured by business driven

criteria.

Metrics include the speed of response

to changing business needs.

The business has full control over a range of dynamic

IT services.

Increasing levels of integration enabling improved IT value to the business

Adoption LevelsManagement DomainsService Management Processes

BusinessManagement

Strategic Business Planning

Fina

ncia

l Man

agem

ent

HR

Man

agem

ent

Pro

cure

men

tLe

gal a

nd Q

ualit

y A

ssur

ance

Dire

ctin

gC

ontr

ollin

gEx

ecut

ing

Fulfi

llmen

t and

Pric

ing

Customer Problem Handling

and Resolution

Customer Management and

Care Strategy

CRM Support

Sales and Customer

Management

Sales, Channel, and Alliance Management

Sales and Marketing Strategy

Sales and Marketing Fulfillment

Marketing Research and

Analysis

Request and Service

Management

ProductManagement

Service Request and Order Handling

VendorManagement

SLAManagement

ServiceProblem

Management

Service Management

Strategy

Infrastructure Architecture and

Design

Operations Planning

InfrastructureDevelopment

Performanceand Capacity Management

Infra-structureStrategy

Infra-structureRoadmap

Asset and Tool Management

Infrastructure Resource

Management

ProjectManagement

Services & Solution Development and Delivery

Infrastructure Development

Infrastructure Operations &

Support

InfrastructureTesting

InfrastructureImplementation

ApplicationDevelopment

ApplicationMaintenance

& Support

ApplicationArchitecture and

Design


ApplicationStrategy

ApplicationPortfolio

ApplicationTesting

Development Tooling

Deployment Strategy

Change and ReleasePackaging

ApplicationSupport

Change Planning


Service and Product Portfolio

Replace-ment

Planning

Architecture Management

IT Governance

ITControlling

BenefitsManagement

Operations &SupportStrategy

Network

Printing

Desktop

EnterpriseComputing

ApplicationOperation

Release PlanningPricing

IT Security

IT Risk Management

User and Identity Management

BusinessManagement

Strategic Business Planning

Fina

ncia

l Man

agem

ent

HR

Man

agem

ent

Pro

cure

men

tLe

gal a

nd Q

ualit

y A

ssur

ance

Dire

ctin

gC

ontr

ollin

gEx

ecut

ing

Fulfi

llmen

t and

Pric

ing

Customer Problem Handling

and Resolution

Customer Management and

Care Strategy

CRM Support

Sales and Customer

Management

Sales, Channel, and Alliance Management

Sales and Marketing Strategy

Sales and Marketing Fulfillment

Marketing Research and

Analysis

Request and Service

Management

ProductManagement

Service Request and Order Handling

VendorManagement

SLAManagement

ServiceProblem

Management

Service Management

Strategy

Infrastructure Architecture and

Design

Operations Planning

InfrastructureDevelopment

Performanceand Capacity Management

Infra-structureStrategy

Infra-structureRoadmap

Asset and Tool Management

Infrastructure Resource

Management

ProjectManagement

Services & Solution Development and Delivery

Infrastructure Development

Infrastructure Operations &

Support

InfrastructureTesting

InfrastructureImplementation



& Support

ApplicationArchitecture and

Design


ApplicationStrategy

ApplicationPortfolio

ApplicationTesting

Development Tooling

Deployment Strategy

Change and ReleasePackaging

ApplicationSupport

Change Planning


Service and Product Portfolio

Replace-ment

Planning

Architecture Management

IT Governance

ITControlling

BenefitsManagement

Operations &SupportStrategy

Network

Printing

Desktop

EnterpriseComputing

ApplicationOperation

Release PlanningPricing

IT Security

IT Risk Management

User and Identity Management

H

H H

H

H

H

H

H

N

H

H

N

H

N

H

H

H

H

H

H

H

H

HN

HN

N

N

N

HH

H H

H

HH

H

H

Systems landscape

NW

SMM

idra

nge

NO

SD

ata

Cen

ter

MediumVM/VSE

6

z-Series z-Series z-Series

Complexz/OS

3

SimpleLinux

10 20

VTSDASD

5000GB

DASDMirror

2500GB

i-Series i-Series

Medium20

Complex30

UNIX UNIX.

Medium10-15

Complex2

UNIX

Simple15

Clients

W2K/XP2600

Clients

W2K

Simple350

Server

W2K

Medium42

LAN

City

City

City

W AN

Application landscape

Tech

nisc

he

Unt

erst

ützu

gs-

funk

tione

nFr

onto

ffic

Mid

dlet

ier

Bac

koffi

c

Business Process 1

Business Process n

SAP

SD MM PP PMFi CO IM BW

EC-CS QM HR TR

CRM PS

CRM DWH

Lotus Notes Domino, Microsoft Office

500 Seats 200 Seats

500 Seats

Print500 Seats

Cost structure & forecast

Basis IT Cost Scan: Extrapolation2003 2004 2005

Personalkosten 893.181 919.976 947.576Sachaufwand 1.658.400 1.658.400 1.658.400AfA 924.593 924.593 924.593Kostenumlage / LV 166.136 169.459 172.848Sonstige Umlagen 23.935 0 0Summe NWSM 3.666.244 3.672.428 3.703.416Personalkosten 559.083 575.856 593.131Sachaufwand 1.024.000 1.024.000 1.024.000AfA 222.708 222.708 222.708Kostenumlage / LV 102.641 104.693 106.787Sonstige Umlagen 14.787 0 0Summe UNIX/Midr. 1.923.219 1.927.257 1.946.627Personalkosten 163.713 168.625 173.684Sachaufwand 299.900 299.900 299.900AfA 62.588 62.588 62.588Kostenumlage / LV 39.145 39.928 40.727Sonstige Umlagen 5.640 5.752 5.867Summe Mainframe 570.986 576.793 582.766Personalkosten 1.615.978 1.664.457 1.714.391Sachaufwand 2.982.300 2.982.300 2.982.300AfA 1.209.889 1.209.889 1.209.889Kostenumlage / LV 307.922 314.080 320.362Sonstige Umlagen 44.362 5.752 5.867Total 6.160.449 6.176.478 6.232.808

IBM-Bereich Kostenart

NWSM

Midrange

Data Center

Total

We have a proven set methodologies, tools and the expertise to identify and implement „Quick Wins“

Infrastructure TADDM / AIDA

Aurora / Network analysis


CIO Study Overview | 13-Jan-09 4

“The CIO Paradox”, an examination of the many roles a CIO assumes, has been chosen as the study theme

4 CIO Study | Oct-30-08

Three sub-themes, based on the multiple roles that CIOs must handle simultaneously, illustrate the CIO Paradox:

Value Creator and Cost CutterDelivering competitive differentiation through technology while optimisingoperational costs

Business Leader and IT ManagerCo-creating the business strategy for tomorrow while maintaining yesterday’s IT infrastructure

Visionary and PragmatistChampioning new technology ideas while exploiting existing investments


IBM’s answer aligned on customers challenges

Hungry for change

Innovative beyond customer imagination

Globally integrated

Disruptive by nature

Genuine, not just generous

Dynamic Infrastructure

Green & Beyond

New Intelligence Smart Work

The world has become flatter and smaller. Now it must become smarter.

IBM’s smarter planet vision


A dynamic infrastructure…

…delivers superior business and IT services with agility and speed.

Enables visibility, control, and automation across all business and IT assets.

Transforms assets into higher value services.

Highly optimized to achieve more with less.

Addresses the information challenge.

Leverages flexible sourcing like clouds.

Manages and mitigates risks.

10


Building a dynamic infrastructure…

…requires an integrated, holistic approach.

11


Building a dynamic infrastructure.

Service Management

Virtualization

Energy Efficiency

Business Resiliency

Security

Information Infrastructure

Provide visibility, control and automation across all the business and IT assets to deliver higher value services.

Maximizing the value of critical business and IT assets over their lifecycle with industry tailored asset management solutions.

Leadership virtualization and consolidation solutions that reduce cost, improve asset utilization, and speed provisioning of new services.

Address energy, environment, and sustainability challenges and opportunities across your business and IT infrastructure.

Maintaining continuous business and IT operations while rapidly adapting and responding to risks and opportunities.

End to end industry customized governance, risk management and compliance solutions.

Helping businesses achieve information compliance, availability, retention, and security objectives.

Asset Management


Physical Consolidation

Improve utilizationReduce costs

Advanced Virtual

Resource Pools

Decouple complexity from scaleAutomate workload management

ServiceManagement

Discover, monitor, meter, secure and automate deployment of virtualized resources Integrated virtualization management with IT processes

Cloud

Always availableElastic scalingAutomated provisioning

Virtualization provides an efficient platform for cloud


IBM’s own smart transformation has delivered results.

1997 TodayCIOs 128 1

Host data centers 155 7

Web hosting centers 80 5

Network 31 1

Applications 15,000 4,700

From 2002 through 2007, IBM's own IT investments delivered a cumulative benefit yield of approximately $4 billion. For every dollar invested, we saw a $4 cumulative benefit.

IBM IT Transformation

Cloud-enabled on demand IT delivery solution

Self-service for 3,000 IBM researchers across 8 countries.Real time integration of information and business services.

The virtualized environment will use 80% less energy and 85% less floor space.2X existing capacity, no increase in consumption or impact by 2010.

Project Big Green

Consolidation and virtualization - thousands of servers onto approximately 30 IBM System z™ mainframes.Additional virtualization leveraging System p, System x and storage across enterprise.Substantial savings being achieved in multiple dimensions: energy, software and system management and support costs.

Data Center Efficiencies Achieved


A dynamic infrastructure is a journey…

…these interrelated initiatives can provide the DNA needed to thrive in a smarter planet.

15


Cloud Computing• New paradigm in our industry• Open standards, SOA and Service

Management• Economically compelling solutions for clients

IBM Research• Advancements in process science• Leading edge predictive capabilities• Enhancing delivery quality

You can count on IBM’s experience and innovation.

Smarter Planet• Instrumented• Interconnected• Intelligent


Backup


SERVICE-ORIENTED…Rapid service deployment. Reusable service components.Secure and reliable processes.

AND SERVICE-MANAGEDIntegrated management across all assets.Service visibility, control and automation.Manage complex, rapid changes.

Dynamic Infrastructure: Transforming these assets into higher value services….

…implementing a service-oriented, service-managed approach torapidly and dynamically deliver business and IT services.

DYNAMIC INFRASTRUCTURE

18


1. Dynamic Infrastructure Strategy

Something meaningful is happening…The world is about to get a whole lot smarter.

“Every human being, company, organization, city, nation, natural system and man-made system is becoming

interconnected, instrumented and intelligent.This is leading to new savings and efficiency—but perhaps

as important, new possibilities for progress.”

19 This document is for IBM and IBM Business Partner educational use only. It is not intended for customer distribution.


In this smarter world, we need our infrastructure to propel us forward, not hold us back.

Infrastructure that is instrumented, interconnected and intelligent. Infrastructure that brings together business and IT to create new

possibilities.

We need a dynamic infrastructure.

Facilities InfrastructureFacilities Facilities InfrastructureInfrastructure

ProductionInfrastructureProductionProductionInfrastructureInfrastructure

MobilityInfrastructureMobilityMobilityInfrastructureInfrastructure

TechnologyInfrastructureTechnologyTechnologyInfrastructureInfrastructure

Communications InfrastructureCommunications Communications InfrastructureInfrastructure

+ + + +



A dynamic infrastructure addresses today’s challenges and tomorrow’s opportunities.

Not only ensuring high availability and quality of existing services, but also meeting customer expectations

for real-time, dynamic access to innovative new services.

Not just containing operational cost and complexity, but achieving

breakthrough productivity gains through virtualization, optimization,

energy stewardship, and flexible sourcing.

REDUCE COST

IMPROVE SERVICE

MANAGE RISK

Not only addressing today’s security, resiliency, and

compliance challenges, but also preparing for the new

risks posed by an even more connected and collaborative world.


21


How do we build a more dynamic infrastructure?

Address today’s operational challenges to free up resources for new investments.

Converge business and IT infrastructure to work in concert, achieving breakthrough productivity and greater business value.

Utilize alternative sourcing approaches, like cloud computing, to deliver new services with agility and speed.



23

5. Getting Started With Dynamic InfrastructureIBM has always been a leader in providing business and IT infrastructure solutions. Dynamic Infrastructure involves a logical evolution of our offerings delivery approach as well as a holistic strategy for developing IT solutions.

Unsurpassed with regard to our in-depth industry experience, IBM is the only partner that can combine business and IT expertise to help you develop a Dynamic Infrastructure. In addition, there are financing, technical offerings and an array of the world’s best business partners to help make “getting started” much easier.

IBM’s can help you get started with:Infrastructure Financing

IBM Assessments

IBM Worldwide Client Centers

Industry Leading Infrastructure Solutions

This document is for IBM and IBM Business Partner educational use only. It is not intended for customer distribution.


Something meaningful is happening…The world is about to get a whole lot smarter.

“Every human being, company, organization, city, nation, natural system and man-made system is becoming

interconnected, instrumented and intelligent.This is leading to new savings and efficiency—but perhaps

as important, new possibilities for progress.”


INSTRUMENTED

We now have the ability to measure, senseand see the exact condition of everything.

•Today, there are 1 billion transistors for each person on the planet.•By 2010, 30 billion RFID tags will be embedded into our world and across entire ecosystems.•Typically, hospitals over-procure mobile assets by 20-30% while critical staff spend 10-30% of their time searching for them.

Smarter health systems connect people to information, experts and each other and act proactively to better manage and deliver preventive and therapeutic care.


INTERCONNECTED

People, systems and objects can communicate and interact with each other in entirely new ways.

•The Internet of people is 1 billion strong. Almost one third of the world’s population will be on the Web by 2011.•There will be nearly 4 billion mobile phone subscribers worldwide by the end of 2008.•In 2007, 56% of American adults sought information about a personal health concern on the Internet—up from 38% in 2001.

Smarter health systems remove information barriers and work as a networked team with the individual to make smarter health and care decisions.


INTELLIGENT

We can respond to changes quickly and accurately,and get better results by predicting and optimizingfor future events.

•Every day, 15 petabytes of new information are being generated. This is 8x more than the information in all U.S. libraries.•More than 3,600 statistical articles are published each year on the topic of coronary heart disease alone.•Increasing digitization and medical imaging will lead to a 41% annual increase in storage requirements between 2008 and 2012.

Smarter health systems analyze information to meet the changing needs of the organization, optimize performance, integrate predictive models and deliver greater value to the individual.


A SMARTER PLANETINSTRUMENTED

INTERCONNECTED

INTELLIGENT

PEOPLE

COMPANIES, INSTITUTIONS, INDUSTRIES

MAN-MADE SYSTEMS

NATURE’S SYSTEMS

How is IBM making the world work better today?


+ + =

CIOs, with their end-to-end view of the business,provide a unique systems perspective of the enterprise that is

critical to driving new growth and opportunity

Smarter planet: Thinking and acting in new ways to make our systems more efficient,

productive and responsive.


What does the Smarter Planet mean to me?

Smarter planet is a vision for IBM and our customers to work together in partnership to make the world a better place to live, work, and play.

Smarter planet provides a forum to engage the customer in how they and their project can be used to improve the business by leveraging the integration of IT and business assets to drive new levels of productivity.

Smarter planet addresses the challenges facing business today, while always looking for ways to improve.

Smarter planet encompasses people, organizations, machines, processes, and nature, showing how they are interconnected and interdependent.


Efficiency and benefit metrics for IT value & efficiency areas

IT value & efficiency area

Efficiency / Value Metrics

IBM experience in cost cutting, in average


% of strategic IT investments / projects% of reachable project benefits

20 % of IT project investments

IT supplier consolidation Unused supply capacities within IT (%)Amount of IT suppliers (scaled)

25 % of license & maintenance contract volume

Infrastructure sourcing/tasking

IT infrastructure service portfolio benchmarks (TCO)Flexibility degree of IT infrastructure OpEx

20% of infrastructure sourcing/tasking scope

IT operations efficiency IT service quality metrics (service downtimes)Standardization degree of IT operation processes

10% of operations costs

IT infrastructure architecture

Standardization degree of IT infrastructureComplexity degree of IT infrastructure architecture

30% of asset costs20% of operations costs

IT organizational restructuring

% of shared service center for IT commodity servicesIT organizational productivity

30% of IT labor costs

Application services Maintenance costs (TCO)Cost flexibility of application maintenance & support

40% labor costs (application maintenance & support)


IBM’s smarter planet vision

The world has become flatter and smaller. Now it must become smarter.

Four major IBM initiatives

New Intelligence

New Intelligence

SmartWorkSmartWork



Green & Beyond Green & Beyond



How do I create an infrastructure that drives

down cost, is intelligent and secure, and is just as

dynamic as today’s business climate ?


The business model disruption has challenged every industry and geography, and its predicted that this market condition will exist for an extended period of time.General Market Condition

The world is currently experiencing an unprecedented and unsettled time (?).

Today’s business model environment is under attack…

Overstressed financial marketsAccess to financing extraordinarily limitedGrowth and profitability impacted by Foreign currency exchange Increased cost of borrowing Raw material and commodity costs are escalatingDemand for goods and services (companies and consumers) is decliningInnovation not focused on optimization is put on hold

… resulting in a focus on short-term financial matters

Increasing cost savingsImproving cash flowMeeting financial covenants Obtaining/maintaining access to financing


Cloud Computing – an example of leveraging smart technology to help build a smarter planet (?)

Smart service delivery model

-Standardized-Elastic scalability-Based on open standards-Delivered as a service, available anywhere

Smarter business benefits

-Increase ROI of existing assets-Deploy new services more rapidly-Free up capital to deploy strategically-Improve “customer” experience

Cloud is emerging at the convergence of three major trends: service orientation, virtualization and standardization of

computing through the Internet. - Gartner

Documents

Infrastructures Dynamiques Challenges d'aujourd'hui et ... · Infrastructures Dynamiques Challenges d'aujourd'hui et opportunités de demain Carlo Purassanta, Integrated Technology