In many of my recent conversations with CIOs and IT infrastructure and ops professionals, I’m noticing an increasing interest in understanding how green IT will evolve.
Why do IT leaders want this vision? In the short-term, IT leaders want to ensure they’re not missing out any easy opportunities for savings they haven’t thought of yet. And over the long-term, IT leaders developing their green IT strategies want to strive for a broad scope of projects that reduce the environmental impacts — and of course costs — within and outside of IT.
2009 was the year we focused on virtualization and consolidation of IT infrastructure to drive down costs. Virtualization and consolidation will remain top initiatives in the second half of 2009 as IT organizations strive to save more by expanding virtualization and driving up the ratio of virtual machine to physical server. But what’s next? For one, virtualization is changing IT management, processes, and roles but most organizations have yet to adapt. Second, a lot of initiatives were put on hold in 2009 to focus on projects that had an immediate return on investment. As a result, many organizations put off infrastructure upgrades, postponed ITIL process adoption, and stepped back from process automation. But in order to achieve the next level of IT operational efficiency we’ll need to reprioritize these initiatives. And by doing so, we’ll be in a better position to selectively leverage web, cloud, and outsourcing services to eliminate some costs completely.
If you want to learn more about these topics, please join my complimentary Webinar, "Transforming IT Infrastructure And Operations in 2010" on July 16th at 11AM EST. You can register for the session by visiting: www.forrester.com/ioassessmentwebinar.
I had the privilege of hosting the Green IT 2009 conference in London back in May and wanted to share a couple of observations about that terrific event. I often tell clients in the U.S. that I am taking "a trip to the future" when I go to Europe; in particular, UK public sector organizations are probably the most advanced anywhere in terms of green IT behaviors (or should I say behaviours?).
Two statements I heard from IT procurement people at the conference that should be on the radar screen for vendor strategists looking to anticipate the next wave of enterprises' green requirements, and for IT planners looking to get more aggressive about their company's green IT initiatives:
Requirements for longer-lifecycle IT equipment. Planned obsolence is going to become obsolete. Expect your customers to require longer warranty periods, modular/upgradeable designs, and lifecycle-based carbon footprint analysis from you and your gear. Companies are realizing that, as one conference attendee put it, "we puts lots of bodies in motion" when they order new equipment.
Increasing demand for green/renewable energy. No matter how efficient a data center is, it can't really be green unless it's powered by green energy.
Some recent buzz in the industry would have you believe that “SOA is dead,” but that just isn’t the case — SOA is far from being dead, outdated, or irrelevant. In fact, its use and influence are still growing. A recent Forrester survey indicates that 75% of Global 2000 organizations will be using SOA by the end of 2009. 60% of current users are expanding their use of SOA, and a substantial number recognize SOA’s strategic business value and are using it on a sizable portion of their solution delivery products.
Stories of less-than-successful results may dent its reputation, particularly in today’s climate of pessimism and uncertainty, but when done right SOA has the potential for broad-reaching positive impact on the enterprise. Instead of getting caught in the hype or jumping ship on their SOA efforts, CIOs should keep in mind that:
It's been a while since I blogged - and even longer since I did something a bit light hearted - so I thought it's time to make a comment on something about tech that has been bugging me recently.
So Michael Jackson and technology seem like very loosely related issues - and they definitely are. But the death of such a "big name" is quite a rare occurrence - and it makes people think back to the last time someone with such a high profile passed away, and how they reacted then. And at the same time, it demonstrates how technology, that is ultimately designed to connect people, actually ends up keeping us apart (or at least reminding us of the fact that we are apart).
When I think back to the last big "star" that passed away, in any territory of the world connected to the United Kingdom, it was probably the death of Diana, Princess of Wales. This happened in August 1997. In North America, people have been comparing Michael Jackson's passing to that of Elvis, Buddy Holly, and the likes. Such big events act as markers of time. People remember where they were when they heard of Elvis', President Kennedy's, and Lady Diana's deaths. And often these were shared experiences - people remember who they were with at the time - as often they heard this information from other people. I remember driving on Spit Road in Sydney when it was announced on the radio that Diana, Princess of Wales, had passed away. I had my partner (now wife) and friends in the car with me at the time. We shared the experience, and somehow even bonded over it.
Ever since I read today that Goldman Sachs formerly employed a $400,000 programmer, I have been contemplating a career change. What software could Sergey Aleynikov develop that you or I couldn't also develop for $400K per year? Whatever, he knows must be valuable because he apparently left the Goldman job headed for a better one that would have paid him 3 times that amount. He would have that is, if he hadn't been arrested by the FBI.
Sergey is probably not writing any code right now, because he has been charged with "theft of trade secrets" by the FBI after he alledgedly stole codes used for sophisticated automated stock trading, improperly copied proprietary computer code, and then uploaded it to a computer server in Germany.
Controversies and eccentricities notwithstanding, Michael Jackson is a brilliant musicalartist and performer. I was acutely aware of this on February 2009 in London after 3 colleagues and I went to see the new West End show, Thriller Live at the Lyric Theater after Forrester's EMEA Enterprise Architecture Forum. If you are in London, go to this show! Go, especially if you have no rhythm because you will probably find it there. The show is a celebration of Michael's breathtaking musical career shown through the performances of very talented singers and dancers. The hits are nonstop.The night flies by leaving you wanting more. Go.
The evaluation speaks for itself. Forrester goes through great pains to assure a fair, detailed process that looks into the strengths and weaknesses customers care about most — and this Wave is no exception. But considering the amount of time and effort we spent putting this report together, I wanted to provide some additional thoughts on what I learned during the process:
Over the past 2 months, I've seen an increase in the number of end user inquiries regarding high availability and almost more importantly, how to measure high availability (HA). HA means something different depending on whom you're talking with so it's worth a quick definition. I define HA as:
Focused on the technology and processes to prevent application/service outages at the primary site or in a specific IT system domain.
This is in contrast to disaster recovery or IT service continuity (ITSC) which is about preventing or responding to outages of the entire site.
Why so many inquiries about HA recently? I believe that due to our increasing reliance on IT as well as the 24X7 operating environment that companies of all sizes and industries are becoming more and more sensitive to application and system downtime. The interest in measurement is driven by the need to continuously improve upon IT services and justify IT investments to senior management, especially now.
CSC celebrates its 50th anniversary at Innoventure Europe 2009
At Innoventure Europe 2009 on June 22 & 23 in Paris CSC outlined their new strategic concept – increased industry focus and innovation.
After 2 years of transformation CSC has finally settled on their new vertical organization and strategy around the 6 industry clusters Public Sector, Financial Services, Manufacturing / Aerospace & Defense, Technology / Consumer, Health Services and Chemical, Energy & Natural Resources. With solid figures for FY09 including a net income of $1,115 million and strong sector growth in e.g. Healthcare (+30%) and Public (+4%) based on the new vertical strategy, CSC seems to be well positioned to navigate the stormy waters of the current economic crises. However, with the new vertical company orientation CSC will face some new fundamental challenges and questions that need to be addressed.