During Interop, I attended two sessions on disaster recovery and backup in the virtual world, topics that are near and dear to my heart and also top of mind for infrastructure and operations professionals (judging by the number of inquiries we get on those topics). First up was How Virtualization Can Enable and Improve Disaster Recovery for Any Sized Business which was very interesting (and very well attended). The panel was moderated by Barb Goldworm, President and Chief Analyst, FOCUS, and the panelists were: George Pradel, Director of Strategic Alliances, Vizioncore; Joel McKelvey, Technical Alliance Manager, NetApp; Lynn Shourds, Senior Manager, Virtualization Solutions, Double-Take Software; and Azmir Mohamed, Sr. Product Manager, Business Continuity Solutions, VMware.
Barb kicked off the session with some statistics on disaster recovery that can help people build the business case for it: 40% of business that were shut down for 3 days, failed in 3 years. She also cautioned that you have to test DR regularly and under unexpected circumstances.
During Interop, I've been bouncing around between the tracks, going to sessions in both the data center and the virtualization tracks. I’ve learned a lot of interesting stuff that I would like to share with you all! The first data center session of day one was: Bridging the C-Suite Gap: How To Build The Business Case For Data Center Transformation with Brooks Esser, Worldwide Lead, CIO Agenda at HP.
Brooks started out by demystifying the role of today's CIO for infrastructure and operations professionals. CIOS are measured in three ways:
Accelerating business growth.
As much as they are technologists, CIOs are now also business people… they need to understand the business, management, and technology priorities:
Their goals in the business are to improve operations and process.
In management, their objectives are to link IT and the business and to reduce ops costs.
It's become the job of the infrastructure and operations professional to take those technology priorities and link them back to the priorities of your CIO and their business priorities.
"As soon as you can talk about management and business priorities, you can talk to the CIO about the technology projects you want to drive."
HP has a defined methodology for building any business case, which has three simple steps:
The green IT track at Interop Las Vegas kicked off with a session from yours truly on “The Evolution Of Green IT: Projects That Cut Cost, Avoid Risk, And Grow Revenues” to help IT professionals plan for green IT’s current and future state, backed up with a number of real-life examples. Here are the key takeaways that I&O professionals should pay attention to:
This week is Interop Las Vegas 2010, arguably the largest industry conference in North America targeting IT professionals. While the event has its roots in networking, today’s Interop has 13 tracks ranging from cloud computing and virtualization, to mobility and video conferencing, to governance, risk, and compliance. I’ve had the pleasure of chairing the data center and green IT tracks at the last three Interop Las Vegas and New York events.
Don’t have the opportunity to be at Interop in person? Forrester has you covered…
Fellow Forrester analyst, Rachel Dines, and I are onsite at Interop and we will be posting the key takeaways for IT Infrastructure & Operations (I&O) professionals here on Forrester’s I&O blog. We encourage you to check the blog over the next few days for Forrester’s insights on the following data center and green IT sessions:
Product strategists struggle with the issue of value all the time: What constitutes a revenue-maximizing price for my product, given the audience I’m targeting, the competition I’m trying to beat, the channel for purchase, and the product’s overall value proposition?
There are tools like conjoint analysis that can help product strategists test price directly via consumer research. However, there’s a bigger strategic question in the background: How can companies create and sustain consistently higher prices than their key competitors over the long term?
The Mac represents a good case study for this business problem. Macs have long earned a premium over comparable Windows PCs. Though prices for Macs have come down over time, they remain relatively more expensive, on average, than Windows-based PCs. In fact, they’ve successfully cornered the market on higher-end PCs: According to companies that track the supply side, perhaps 90% of PCs that sold for over $1,000 in Q4, 2009 were Macs.
Macs share common characteristics with Windows PCs on the hardware front – ever since Apple switched to Intel processors about four years ago, they’ve had comparable physical elements. But the relative pricing for Macs has remained advantageous to Apple. At the same time, the Mac has gained market share and is bringing new consumers into the Mac family – for example, about half of consumers who bought their Mac in an Apple Store in Q1, 2010 were new to the Mac platform. So Apple is doing something right here – providing value to consumers to make them willing to pay more.
Like many movements before it, IT is rapidly evolving to an industrial model. A process or profession becomes industrialized when it matures from an art form to a widespread, repeatable function with predictable result and accelerated by technology to achieve far higher levels of productivity. Results must be deterministic (trustworthy) and execution must be fast and nimble, two related but different qualities. Customer satisfaction need not be addressed directly because reliability and speed result in lower costs and higher satisfaction.
IT should learn from agriculture and manufacturing, which have perfected industrialization. In agriculture, productivity is orders of magnitude better. Genetic engineering made crops resistant to pests and environmental extremes such as droughts while simultaneously improving consistency. The industrialized evolution of farming means we can feed an expanding population with fewer farmers. It has benefits in nearly every facet of agricultural production.
Manufacturing process improvements like the assembly line and just-in-time manufacturing combined with automation and statistical quality control to ensure that we can make products faster and more consistently, at a lower cost. Most of the products we use could not exist without an industrialized model.
Consider the following: AT&T expects to save $12 million per year and 123,000 tons of carbon emissions per year using 1E's PC power management software to turn off PCs at night. By turning up the temperature in the data center from 69°F to 74°F, KPMG realized a 12.7% reduction in cooling energy usage. And Citigroup expects to save $11 million and 3,000 tons of greenhouse gases annually by simply enabling duplex settings on printers and copiers.
How are they achieving this? Green IT. Even in the face of a weak economy, Green IT is on the rise with approximately 50% of organizations globally enacting or creating a green IT strategy plan. And don't be fooled: green IT is as much about the greenbacks as it is about reducing the environmental impact of operating IT and the business. In fact, financial motivation — not environmental motivation — is the driving force behind the pursuit of greener IT (see Forrester’s “Q&A: The Economics Of Green IT”).
But despite the optimism, IT “blowhards” across the globe are negating the carbon reduction benefits of green IT one breath at a time. While virtualizing servers or powering down your PCs will reduce energy spend and CO2 emissions, Forrester finds that these jabber mouths — speaking fast, loud, and out of turn using unnecessarily wordy vocabulary — are creating a zero sum game.