Practical Lessons from the Front-lines of the CloudFront lines of the Cloud

Revolution

Manesh PatelS i Vi P id t & Chi f I f ti OffiSenior Vice President & Chief Information Officer

Sanmina-SCI Corporation

Sanmina-SCI Today• Sanmina-SCI is a flexible, lean and quality-driven EMS

organization with a dedicated focus on key markets and high-end technology.

– 30 years of operating history• Headquartered in Silicon Valley

– $5.2 billion in revenue (FY2009)( )– Publicly traded – Nasdaq: SANM– Headcount:

• ~38,000 employeesGlobal operations in 18 countries– Global operations in 18 countries

– Advanced technology focus– Dedicated end markets– End-to-end manufacturing servicesg– Design and engineering solutions– Vertical integration model– Repair and logistics

Si l IT i f t t– Single IT infrastructure

World-class Customers, Diversified MarketsDiversified Markets

Medical Systems

Defense/Industrial/Automotive/Renewable Energy

Communications Co u cat o s

Multimedia Enterprise Computing & Storage

Cloud ComputingCloud Computing

A V Bi Q ti !A Very Big Question!

Getting to the BIG Question

A i th Bi Q tiAnswering the Big Question

• Cost

• Flexibility

• Culture of Collaboration

Wh t W A li h dWhat We Accomplished

• 16,000 Employees Migrated – Email, Calendaring, Contacts

100 E il S D i i d• ~100 Email Servers De-commissioned• Single Sign On (SSO) Integration• Account Provisioning/Deprovisioning• Company Directory Synchronization• BlackBerry Support• Spam/Virus Protection• Archiving

How Did We Pull This Off?• Communication, Communication, Communication

– Executive Management – Early buy-in, clear message on rationale and business case set expectationsbusiness case, set expectations

– Middle Management – During pilot share more detailed plans – what, why, when . . .

– All Employees – General communication during pilot, specific directions on what to do and expect close to each site migrationp g

• Training– On-line, self service training developed to supplement off-the-shelf

material– Virtual classroom training with live instructor– Virtual classroom training with live instructor– On-site classroom training

• Post go-live support– Dedicated on-site support in first week– Weekly, regional on-line moderated support sessions– 7x24 Helpdesk– Surveys to identify common issues

How Did We Pull This Off?• Browser Client vs. Outlook

– Initial direction was to keep Outlook to minimize impact to user experienceexperience

– Finally decided on browser interface during early pilots – to avoid future changes and realize full email and calendaring functions

• Focus on scalabilityFocus on scalability– Goal was to minimize the conversion time for the majority of

employees– Reduce the opportunity for “negative noise” to propagate– Limit impact to overall productivity– Efficient use of support staff

• Use all means to provide a smooth and “painless” transitionp p– Most employees don’t like change . . . Fewer still like pain– Self-service tool made the migration simple and quick for most– Technology and diligence kept many changes hidden – calendar gy g p y g

integration, company directory, etc.

How Did We Pull This Off?

• Avoided migration of user archive files during the core conversionco e s o

– Archive files now being migrated, priority for heavy archive users• Worked closely with the vendor development team to address

technical issues• Monitored network bandwidth and performance during pilot and

deployment– Most locations did not require a bandwidth upgrade

• Hard Cut-over vs Dual Delivery• Hard Cut-over vs. Dual Delivery– Decided early that dual delivery may lead to confusion and prolong

the change process• Leave Executives (and their assistants) until the end!!

S itSecurity

A F M C t S itA Few More Comments on Security

Google has invested heavily inGoogle has invested heavily in infrastructure and personnel to ensure the highest levels of security and

li bilit f th i b i freliability for their core business of managing data and applications:

• Organizational and Operational Security• Data Security Privacy and AvailabilityData Security, Privacy and Availability• Threat Evasion• Safe Access

L L dLessons Learned

• End-user change is hardEnd user change is hard• Be open to hearing the cries of real pain over

the whining• Training is essential in improving the

employee’s experience• Most complaints come from those that did not• Most complaints come from those that did not

take the training• Not all employees speak up – so reach out to y

identify underlying issues• Browsers still have room for improvement

CloudChallenges and Opportunities

• Greater frequency of updates• Potentially disruptive changesy g• Communicating new features• More options and freedom for users• New approach to training and education• Maximizing employee productivityg y y• New and different security challenges

Changing Role of IT

Business

Knowledge, Analytics, Productivity

COMMUNICATIONS MARKETING MEASUREMENT .........

Traditional IT Services Future IT Services

Process

BUSINESSFUNCTIONS CUSTOMERS SUPPLIERS .........

SERVICES SOLUTIONS PRODUCTS .........

Business

SERVICES SOLUTIONS PRODUCTS .........

Business Applications

ERP CRM MESSAGING .........

FUNCTIONS CUS O S SU S

Process

BUSINESSFUNCTIONS CUSTOMERS SUPPLIERS .........

Applications Infrastructure

APPLICATIONSERVER B2B WEB SERVER .........

Applications Infrastructure

Business Applications

ERP CRM MESSAGING .........

Hard are

Technology Framework

OPERATINGSYSTEMS

DIRECTORYSERVICES

NETWORKSERVICES .........

Technology FrameworkOPERATING

SYSTEMSDIRECTORYSERVICES

NETWORKSERVICES .........

APPLICATIONSERVER B2B WEB SERVER .........

Hardware

SERVERS STORAGE ROUTERS & SWITCHES ......... Hardware

SERVERS STORAGE ROUTERS & SWITCHES .........

I C l iIn Conclusion

The “heart transplant” was successful,The heart transplant was successful, the patient survived and is doing well

... in fact is thriving.

The cloud is not such a scary place if you keep your feet on the ground.

Thank You