Forrester’s Infrastructure and Operations research team has been on the leading edge of infrastructure technology and its proper operational aspects for years. We pushed the industry on both the supply side (vendors) and the demand side (enterprises) toward new models and we pushed hard. I’m proud to say we’ve been instrumental in changing the world of infrastructure and we’re about to change it again!
As the entire technology management profession evolves into the Age of the Customer, the whole notion of infrastructure is morphing in dramatic ways. The long-criticized silos are finally collapsing, cloud computing quickly became mainstream, and you now face a dizzying variety of infrastructure options. Some are outside your traditional borders – like new outsourcing, hosting and colocation services as well as too many cloud forms to count. Some remain inside and will for years to come. More of these options will come from the outside though, and even those “legacy” technologies remaining inside will be created and managed differently.
Your future lies not in managing pockets of infrastructure, but in how you assemble the many options into the services your customers needs. Our profession has been locally brilliant, but globally stupid. We’re now helping you become globally brilliant. We call this service design, a much broader design philosophy rooted in systems thinking. The new approach packages technology into a finished “product” that is much more relevant and useful than any of the parts alone.
The other day, I had one of those eureka-like moments. As I lay in the bath, my thoughts shifted back and forth between the past and the present, recognizing how advances (or the lack of advances) in technology have affected our lives. When thinking about the past, I remember the days of my communication engineering apprenticeship; this was in the days of electro-mechanical exchanges. Some of you may remember or may have seen, in an old film, a telephone operator connecting two phone lines by placing a connecting cord between two phone line jacks. This was the world of telecommunication exchanges in the 1970s — no fancy computing technology existed in telecommunications at the time. In was certainly not a trivial exercise in upgrading capacity, maintaining the exchange, or connecting to another exchange. When thinking about the present, I marvel at the continuing improvements in plug-and-play hardware and software technology. As an example, I buy a new camera and, hey presto! I now have the ability to edit and post pictures on forums or cloud applications, to send them by email, or to store them on third-party storage from my camera.
So back to my eureka-like moment. I’m thinking that, surely, all these present-day technology advances have been enabled because of standards, design patterns, and common interfaces. My mind keeps focusing on design patterns, and the question arises: "Is there such a thing as business design patterns?" I have done some initial research, and I am yet to find evidence of the term or concept of business design patterns. However, I do have my suspicions they exist because: