Tag Archives: Deloitte

Cloud Sourcing, Cloud Brokerage and Hyper-Hybrid Clouds

Cloud Sourcing

Frances Karamouzis and David Mitchell Smith

During the next few years, market dynamics will determine whether cloud sourcing will be the demise of traditional outsourcing, if it will lead to the convergence of services and products currently marketed “as a service,” or if it will result in next-generation outsourcing.

Clients now have more choice, that choice is to turn away from internal IT and look at external vendors that can do all of those services at once

Get “SLAs with teeth” those that have business implications

 

How Cloud Brokers Will Differentiate

Gartner VP Tiffani Bova discusses how VARs, MSPs and technology consultants can become cloud brokers working within cloud aggregator services.

How many of you in the audience feel that you have being delivering Cloud for years?

How many of you today can do usage based billing?

It isn’t about the PC it’s about the Personal Cloud

I

Besol named ‘Cool Vendor’ in

Cloud Services Brokerage

Besol, the leading provider of next generation multi-cloud management platforms for private and public clouds, today announced that the world’s leading IT analyst firm, Gartner Inc., has selected the company as a Cool Vendor in Gartner’s “Cool Vendors in Cloud Services Brokerage Enablers, 2012” report published on 12 April 2012 by Tiffani Bova, Daryl C. Plummer, et al.

According to the Gartner report Key Findings, “The cloud services brokerage (CSB) is emerging, and first-mover advantage will be key to gaining awareness and share. CSBs are challenged to continuously build or buy the capabilities required to compete in the three CSB roles: aggregation, integration and customization”

“We in Besol believe being chosen as Gartner Cool Vendor is as a testament to the dedication, hard work and focus on innovation of our team” said Javier Perez-Griffo, Co-Founder and CEO of Besol. “The Tapp platform from Besol allows users to manage their cloud infrastructures independently of their cloud provider, but more importantly, enterprises can manage both their public and private clouds from a centralized point.”

Perez-Griffo continues “Cloud services are no longer restrained to large enterprises or IT-savvy organizations. Through our platform, SMBs of all kinds are now able to ‘tapp into’ the cloud and deploy and manage their infrastructures seamlessly, in a completely new user-friendly experience.”

Hyper-hybrid Clouds

Chris Weitz – Deloitte

Today, hyper-hybrid clouds are an advanced form of cloud services in the early stages of adoption, but the approach is rapidly becoming the norm for cloud services architecture.

A hybrid cloud is a cloud that works across different environments where you have services from vendor clouds working directly with clouds inside of an organization, thus forming a hybrid cloud.

Hyper-hybrid clouds are the multiplication of numerous hybrid clouds working together to serve an organization. The hype curve for cloud computing is at an all-time high, for pretty good reasons. Cloud computing can help increase agility, decrease costs and improve service delivery capabilities — and it can happen fast.

Tiffani Bova – has coined the term “born in the cloud”,  For me this is where new capabilities are forming on the cloud platform so that a different approach is required to manage the increased complexity of hyper-hybrid clouds.

Cloud Service Brokers add value by managing one or more cloud service on behalf of the service’s recipients.  Gartner says that cloud service brokers represent the single largest revenue growth opportunity in cloud computing through 2015, emphasizing that without cloud brokerage the cloud industry cannot survive.

I say that clients will need to design and implement Cloud Service Management practices [CloudSM] to govern the relationship with their cloud service brokers and external providers.

Services configured from Hyper-Hybrid clouds will set new delivery challenges for Next Generation Service Management CloudSM to overcome.

The guidance provided by the ITIL 2011 Edition and COBIT5 framework does not help define CloudSM practices required to address the dislocation of company compute assets which previously were on-premise and have now become “Place Less” being delivered from anywhere in the Hyper-hybrid Cloud. 

So what criteria do you apply in sourcing your Cloud Service Provider?

Do you need to engage a Cloud Service Broker?

Should you jump to Hyper-Hybrid clouds directly or be more risk averse?

I can only think of the classic consultant response “it depends”

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Service Intelligence or Service Excellence?

In this post I will address the subject of service intelligence and provide an overview of the Multi -National Company offerings that help clients achieve excellence in Service Management Practices.

As we approach the winter holiday period and you consider selections for your reading list, I suggest you include the following:

 

Service Intelligence: Improving Your Bottom Line with the Power of IT Service Management

This is a book written for the business professional which talks about IT Service Management concepts in business terms.  Sharon Taylor, the @ITSMQueen, explains ITSM by cutting through the jargon.

“Good service management should be relatively invisible to the business. Services should operate as expected, and no service disruptions should be experienced. When support is needed, it should be provided efficiently and effectively, and it should resolve issues the first time. This is typically what we think of as a good service experience”.

This book is about finding those ITSM “a-ha” moments.  Coverage includes

  • Recognizing what excellent IT service looks like and assessing what you’re getting now
  • Selecting the best IT service providers and services for your needs
  • Spotting and rectifying trouble with internal or external supplier relationships
  • Making sure you don’t pay for services you don’t need
  • Negotiating services, requirements, levels, price, quality, and delivery
  • Leveraging ITSM practices without losing focus on the business
  • Creating business-focused service reports and scorecards that focus on what matters most

Introduction – (Illuminating Your Vulnerabilities, Capitalizing on your Strengths, ITSM – in Good Company)

Chapter 1 – ITSM 101: From Data to Wisdom (Data, Information, Knowledge, Wisdom)

Chapter 2 – ITSM: The Business Asset

Chapter 3 – The Service (Anatomy, Ingredients, Catalog, Agreement)

Chapter 4 – IT Service Provider (Types, Competencies, Sourcing)

Chapter 5 – The Negotiation (Decision Styles, Steps, Objectives, The Service Contract)

Chapter 6 – The Service Agreement (Core, Service Package, Description, Hours, Support, Reporting, Complaints, Reviews)

Chapter 7 – The Partnership in Action (Partner Compass, Service Monitoring, Trigger Points, Roles)

Chapter 8 – Service Performance in Action (Indicators, Dashboards)

Chapter 9 – The Bottom Line (Common Cents, Transformations)

Appendix A – IT Strategy Template

Appendix B – Service Contract Template

Appendix C – Service Agreement Template

Appendix D – References for Further Reading

“The mainstay of every business and IT partnership is the knowledge that ITSM requires a holistic approach from governance to operation and is an ongoing journey where a balanced view of the health of the partnership, the services, and the practices enable them to flourish. Even the best ideas at the right time can be made better with solid service management behind them”.

This book definitely explains ITSM or Service Management Practices in business language, however, based on my personal experience, I would have to say that it plays more to the needs of the Procurement function rather than the intended target audience of Business Unit decision makers.

A word of caution to the business reader.  Service Management process improvement programmes are sometimes initiated without fully understanding the business problems that need to be resolved.

 

Being intelligent about IT services & practices

Need to keep a pulse on how well IT Service Management Practices are doing.

Be prepared to invest in your people their attitudes and behaviours 

Promote cultural perception and acceptance about Service Management Practices

It is important to reward those people that shift their focus from a technology bias to demonstrate an end-to-end service-focussed culture. Linking levels of acceptance of new ways of working to the company performance appraisal scheme is a powerful way of incentivising people to change their behaviour.

Having capable people is one thing, but without a framework in which they can operate, it is difficult to share “good” practice and deliver results quickly.

 

Achieving Excellence in Service Management Practices

The Multi-National Companies (MNC), listed below, have invested heavily in optimising processes and developing the competency of their people.  They typically provide services from Multi-Client  locations which have over the years fine tuned ways of working. It is in their interest to focus on industrialisation which represents a relentless drive to discover how an activity is optimally done, then doing it in exactly the same way every time.  It eliminates redundancies, automates and standardises wherever possible, and then drives the work to the most cost-effective and competent workforce available.

HCL

New delivery models are emerging in IT Service management Space:

  • Standardization instead of customization- service providers are standardizing services across heterogeneous environments rather than customizing solutions for each client.
  • Opex instead of Capex- The cost basis of service delivery models are changing from capital expenditure (CAPEX) to operational expenditure (OpEx) – a sign of both innovation and maturity.
  • Alternate Cloud-based/SaaS based delivery – adoption of aspects of cloud computing and software as a service (SaaS) for flexible multi-tenant infrastructure management

 Cognizant

We look for the best and brightest when hiring so our management is constantly focused on making our workplace one that’s stimulating, positive, and inclusive. A workplace that’s dedicated to service excellence and reflects the highest standards of conduct.

IBM

Today, we could not even begin to achieve basic business goals without IT to serve as the central nervous system of the organisation.  This means that IT, in the 21st century, delivers a lot more than economic savings. It creates new possibilities, generates new business advantages, empowers new services and strategies, connects organisations with new customers and markets, and much more.

HP

To drive innovation, company growth, alignment between business and IT, your technology organisation must establish a sustainable, service-centric approach. Through service management you can reduce costs, meet compliance requirements, manage risk, and focus on fulfilling strategic business goals.

Deloitte In pursuit of IT excellence

The recent economic downturn has forced companies to examine many aspects of their operations. Firms have refocused on their value propositions and are increasingly challenging enabling functions like IT to deliver more.

In this new world, IT must improve efficiency and lower cost to serve yet continue to deliver new and improved capabilities and solutions to the business. It must offer flexible and rapid collaboration capabilities yet maintain robust and resilient security. It must scale and industrialise its delivery yet maintain tight alignment and responsiveness to the business units.

Accenture

CIOs must build service organizations that can choreograph IT services to respond to business threats and opportunities and drive the enterprise forward. Accenture IT Service Excellence helps CIOs achieve this dual imperative.

Achieving service excellence starts with understanding the needs of customers before focusing on internal capabilities such as processes, organisations design, sourcing strategies, tools and technology or skills and training.

Ernst & Young

IT effectiveness — provides a roadmap of potential IT Effectiveness improvements designed to help the IT function fulfill the evolving IT mandate of managing risk, rationalizing costs and creating value for the entire company.

Sharon Taylor stated that it is about “Selecting the best IT service providers and services for your needs.” One of the selection criteria should cover the relative merits of Internal vs External Service Providers. To what extent can an Internal Service Provider compete with the “Best of the Best”?

Collaboration and co-ordination across large or distributed organisations and service providers is significantly easier when there is a common language and the “best practice” frameworks provide a good starting point for achieving excellence in service management.

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Vault IT Consulting 25

Compiled using a NEW weighted formula that reflects the issues consultants care most about. This ranking combines Vault’s former “Best to Work For” ranking with overall prestige.

2012
RANK
2011
RANK
CHANGE FIRM SCORE LOCATION
1 3 Deloitte Consulting LLP (IT Consulting) 7.964 New York, NY
2 1 Booz Allen Hamilton 7.866 Mclean, VA
3 NR Clarkston Consulting 7.216 Durham, NC
4 2 Smartronix, Inc. 7.133 Hollywood, MD
5 6 Accenture (IT Consulting) 7.072 New York, NY
6 17 Cognizant 6.888 Teaneck, NJ
7 10 Capgemini (IT Consulting) 6.598 Paris, France
8 12 Infosys Consulting Inc. 6.556 Fremont, CA
9 13 Wipro Consulting Services 6.461 Bangalore, India
10 9 Perficient 5.963 Austin, TX
11 18 McKinsey & Company (IT Consulting) 2.476 New York, NY
12 11 IBM Global Technology Services 2.191 Armonk, NY
13 19 Gartner, Inc. 1.990 Stamford, CT
14 21 Oracle Consulting 1.964 Redwood City, CA
15 20 Cisco Systems, Inc. (IT Consulting) 1.961 San Jose, CA
16 7 Lockheed Martin Corporation (IT Consulting) 1.911 Bethesda, MD
17 22 Northrop Grumman Corporation (IT Consulting) 1.839 Los Angeles, CA
18 NR SAP Services (IT Consulting) 1.804 Newtown Square, PA
19 5 PwC’s Diamond Advisory Services 1.689 Chicago, IL
20 23 HP Services 1.687 Palo Alto, CA
21 24 Science Applications International Corporation (SAIC) (IT Consulting) 1.674 San Diego, CA
22 25 Siemens IT Solutions and Services, Inc. 1.563 Norwalk, CT
23 NR General Dynamics Information Technology, Inc. 1.544 Fairfax, VA
24 4 Computer Sciences Corporation 1.515 Falls Church, VA
25 14 Unisys (IT Consulting) 1.442 Blue Bell, PA

Clarkston Consulting is an IT consultancy serving the consumer products and life sciences markets with its headquarters in Durham, N.C.

[youtube http://youtu.be/g3z_7QT_I_M]

Founded in 1995, Smartronix delivers a range of services to a client list comprised mostly of some of the biggest names in the public sector. The firm serves the likes of the United States Marine Corps, the Department of Justice, and both the United States Navy and Air Force.

[youtube http://youtu.be/Zi75ekbl9Gk]

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