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.
As I write this, I am in seat 1A of United flight 1607 from Philly to Houston. playing on the screen in front of me is CNBC. I make no secret of my disdain for much of the so called "news media" so I won't launch into my usual rant there (there are some superb journalists out there, but Murrow and Cronkite must be rolling in their graves!). I am bristling over the coverage right now that is focused on the 787's latest woes. As usual, the talking heads are clueless and painting a doomsday scenario for Boeing! It's a bunch of finance people who don't understand the engineering realities. They're smart bean counters, but not engineers. I am an old engineer, so let me shed light on what the Wall Street mouths don't know. There is an important lesson here for I&O leaders!