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Delivering IT As a Service with a Software-Defined Data Center Your ClouD: ITaaS white paper | itaas Delivering IT as a Service With a Software-Defined Data Center This white paper is Executive Summary based on research conducted by IDG The pace of IT change is increasing remarkably. Mobility, cloud computing, social research Services media, consumerization, big data and analytics have all become deeply interwoven on behalf of VMware. within today’s enterprise. The result is a paradigm shift in the way organizations use The June 2012 “Cloud and consume IT resources. Today, new and dynamic service delivery models promise Innovation Study: IT as a Service” was to revolutionize business and transform IT. conducted across North America, One of the most disruptive elements of the new order more holistic and transparent way. EMEA, APAC and is IT as a Service (ITaaS). ITaaS starts at the top with latin America. All a crystal-clear understanding of business needs; For many organizations, this approach creates a 650 respondents it also starts at the bottom with a set of virtualized dramatically different outside-in view of IT and busi- were from non-uS resources and pre-configured and certified building ness resources. When ITaaS is used effectively, the companies with blocks that can be combined and deployed at the resulting solution drives transformation through the 500+ employees or click of a button. enterprise and helps IT evolve from a tactical role to uS companies with strategic one that potentially leads to a competitive 1,000+ employees. With a top-down view and bottom-up technology advantage. capability, IT can quickly and reliably respond to the changing needs of the business with optimized yet This paper explores the concept of ITaaS and the highly standardized solutions. With ITaaS, tech- opportunities and challenges it delivers. A number nology solutions can be deployed as needed, when of factors drive success, including a need for strong needed, and bill only for what is used. This allows IT leadership, a well-defined change management to be a strategic enabler of the business—but allows strategy, a way to redefine and standardize IT, and users of technology services to take control of the a long-term strategic plan that helps IT achieve peer process and work at their own speed. status with the business. CIOs and their management staff play a core role in the transformation of IT and The idea has been discussed for more than a the successful adoption of IT as a Service. decade. But now Software-Defined Data Center technology (SDDC) makes it a reality. A SDDC includes the ability to abstract compute, storage, Today’s Corporate Environment: networking and security resources so that virtualized A Nexus of Business and IT Priorities resources can be deployed and managed in a highly Clearly, the nature of business and information tech- automated fashion. This approach allows elasticity nology is changing radically. As organizations look to and on-demand self service for all of these resources become more agile, many are turning to virtualization according to established policies while being able and cloud computing through an SDDC to bolster to monitor and measure the entire environment in a resource efficiency. Your ClouD: ITaaS “We are trying to restructure technology, which Companies Face Risks but is one of our basic drivers, to become a ‘peer’ Greater Opportunities player in the business. It’s not about support, NET Extremely/very effective worldwide it’s not just about providing capabilities, it’s Reporting on LOB 68% about truly providing services in the context IT usage costing of leadership and achieving equal footing with Enhanced ability to manage 63% other departments such as marketing, sales, compliance/regulatory rqmts. HR and finance.” Improved customer service 62% Today, line of business managers increasingly Working capital reduction 61% choose solutions outside the domain of IT—through independent service providers—because IT has historically failed to meet their needs. These shadow Improved profitability IT purchases circumvent IT controls and put 60% critical information at risk. Later, these departments approach IT and require support for their rogue purchases. This “cloud boomerang” is detrimental to Expansion into new markets 59% the business. ITaaS puts IT back in the driver’s seat by making Customer rentention 57% it the internal services provider for the enterprise regardless of whether applications and services are built in-house or outsourced. Leveraging an SDDC, IT Productivity improvements 57% provides a simplified and transparent way—including a direct view of services and associated costs—to provision and enable a more modular and dynamic Faster time-to-market 56% IT infrastructure that relies heavily on a cloud and Customer acquisition 55% Delivering ITaaS is a top priority across the globe Increased business agility 54% Critical/High priority 76% Reduced costs 53% Increased revenue growth 52% Critical priority 36% Aligning demand, cost, and performance 51% High (but not critical) priority 40% Infrastructure as a Service (IaaS) with a software based foundation to support the high level of agility demanded by line of business users and the entire enterprise. Moderate priority 24% An IDG survey of mid-size and large firms conducted in July 2012 found that ITaaS is on the radar of IT 2 Your ClouD: ITaaS executives. Overall, 76 percent of the 650 respon- change systems and a need for a more flexible IT dents from the United States, EMEA, APAC and Latin framework that can adapt to a rapidly changing 24-7 America indicated that ITaaS was critical or very business environment. The vice president and CTO important for enterprise success. of a $500 million firm reported that ITaaS serves as a way to reduce risk and trim costs through a build- Among the biggest perceived benefits reported in versus-buy approach. He noted that the organization, this Cloud Innovation Study: IT as a Service: which mandates that any new system function in a virtualized environment, first looks externally for IT and u Reporting on line of business IT usage costing only engages in internal build-outs when necessary. (68%) Trend 2: u Enhanced ability to manage compliance and regu- It is Vital to Attain Executive support latory requirements (63%) and Altogether, 64 percent of survey respondents acknowledged a need to attain executive endorse- u Improved customer service (62%). ment of ITaaS business objectives. But under- standing the importance of the concept and putting it into play are two entirely different things. Part of the challenge is educating senior executives and middle The IDG study identified several important trends: level managers about the benefits of ITaaS. One CIO noted: “You have to take every opportunity to discuss Trend 1: Changing Mindset, Roles and technology decisions as well as the pros and cons of Organizational Structure is Paramount a decision. You need to talk about why an approach Success with ITaaS requires IT to take a strategic such as ITaaS may align better or worse with a longer outlook and break down IT silos. It’s vital to overcome term strategy for the business.” internal barriers while coping with growing competi- tion from established service providers that offer a The same CIO admitted to facing “pockets of resis- proven value proposition for outsourced cloud, IaaS tance”—mostly individuals, including some “conser- and software as a service (SaaS) models. IT organi- vative” and highly change-averse IT staff from his zations that can attain a more strategic role move up department. As a result, he has focused on getting the value chain and emerge as a partner rather than a his staff “attuned” to the ITaaS model and realigning cost-centric technology supplier. resources to support the change. A vice president of IT for a $2 billion firm summed up Trend 3: Organizations must Refactor thinking about this new era and how the organiza- ITIL and ITSM Practices tion is adapting to changing times. “We are trying Overall, 56 percent of survey respondents said to restructure technology, which is one of our basic “Refactoring Information Technology Infrastructure drivers, to become a ‘peer’ player in the business. Library (ITIL) and IT Service Management (ITSM) It’s not about support, it’s not just about providing practices, procedures, and metrics across all capabilities, it’s about truly providing services in the domains … to accelerate the adoption of ITaaS” is a context of leadership and achieving equal footing with critical or high priority. At the center of this concept other departments such as marketing, sales, HR and is a need for clearly defined standards and a clear finance,” he explained. The company has also been vision of technology and ITSM lifecycles. Many forced to redesign roles and positions and repurpose organizations begin by assessing core architecture and re-skill individuals. capabilities and then expanding the process. Transparency is at the center of this new model, he A senior operations manager at a $3 billion consumer noted. The concept must apply to “resources, bene- packaged goods firm explained that the organization fits, cost, and choices” about information technology. has worked to define core architecture capabilities “This dynamic means you can’t have merely good but also examined everything from configuration performance. You’ve got to have great performance databases to the help desk. “We have created a that is sustained all the time.” This has translated into huge metrics-driven scorecard focused on resource new
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