I was in a discussion yesterday that touched on the trends in the IT services space. The biggest trends are thoroughly discussed in the trade press, but I had a slightly different and hopefully more strategic perspective to share.
- In 2011 and 2012 there has been a great deal of discussion about the movement of work from on-site to cloud based off-premise. Most organizations have at least stuck their toe in this space, it seems to have moved out of the early-adopter area, at least from a pilot project perspective. A closely related trend is the move away from human centric processes to human augmented processes where automation plays a key role. IaaS is the leading example of an automated business process that just happens to be IT based – all business processes are headed to this model. I was talking with a marketing person just the other day about the fact that automation is the new off-shore.
- Also in 2011 and 2012 there has been lots of press on social and mobile with a focus on providing a 3rd platform for the deployment of business systems. That perspective was fine for the turn of this century, but today the trend would be more accurately portrayed as an Nth platform model. Tablets (for example) where not popular just a few years ago, even though they had been around for over a decade, now they are one of the fastest growing areas of innovation. The whole view of BYOD movement is oriented around out shift in focus on the data and its access, not the devices. The business access platform may be a game console or some other device beyond the phone or PC, yet organizations need to be able to ensure information security
- The whole industry is shifting back to its roots of a more industry expertise centered value generation approach, requiring deep expertise in a number of industries. Related to this shift is the fact that service platform delivery is as much about behavior as it is about the platforms themselves. That is why ‘gamification’ or metrics-based behavior modification is going to be of increasing importance -- it is applicable to all aspects of services.
- The custom solutions delivered in a standard way will become a core service provider capability. We’ve seen this in the cloud computing space but much more of the market will become IP asset-based, where a core piece of software/service (possibly including human assets and skills) forms part of a standardized offering. Of course there will always be the issue that one organization’s commodity is another organization’s reason for existence. Those that have the skills and the IP to make it easy to buy will still be able to differentiate.
Do you think there are trends that I am missing? If so, what are they and why? Is there anything you should do about it?
Last week I posted on multi-sourcing and its implications on IT cost that got me thinking about a post in CIO titled: U.S. Beats India for IT Outsourcing Innovation and Understanding that reinforced my frustration with those who equate outsourcing with off-shoring. Yes, there is a geographic connection, but let’s not make it tighter than it actually is.
For over a decade the organization that is currently HP ES has been using the concept of best-shore to ensure that the right people with the right skills are applied to the problem at hand. The broad brush labels used in this CIO article just do everyone a disservice, in my opinion. The issue of innovation and outsourcing has been around for a long time.
People are not fungible – they bring a unique set of skills, resources and capabilities. The offerings in the services industry (beyond the most basic IaaS) are about selling people’s capabilities, especially to larger organizations that want solutions tailored to meet their needs. That is part of where the innovation in the services space comes from – doing custom work in a standard way. The relationship has to be structured to make innovation happen.
The use of other organizations to extend the enterprise is a strategic decision that needs to be treated as such. It is not just about cost cutting. It is about meeting the needs of the organization for quality, security… , as well as cost effectiveness, using whatever means are necessary. As organizations move their service needs up the value chain into more personalized/consumer focused services, these quality issues are paramount, since a confused or frustrated customer is typically not a return customer. The focus needs to be on quality. The geographic location is just a distraction, if the quality is the same.
Gartner recently put out a video describing some of the forces that are reshaping the fundamentals of how IT services providers deliver & sell and how buyers consume. Delivery models and methods are coming that will improve the quality, predictability and value of service offerings. It may be that greater physical "face time" improves the relationship more than just the cost benifits, regardless of where the work gets done.
Lately there seem to be quite a bit of concern in the security space about the loss of control – that the "CSO’s job is over" because of the advent of BYOD and IaaS… The fact that these new capabilities shoot holes in all those finely crafted security frameworks is disruptive; there is no doubt about that. On the other hand it opens the security role up from a relatively well defined and relatively rote function (in some organizations) to one that needs to be more creative and adjust to an ever changing environment.
There was an article in the September issue of CSO magazine that talked about Kiss Your IT Control Goodbye, there was also a blog post on the loss of security control. These made it seem like traditional control is the only option for the enterprise.
As anyone with much sysadmin capability understands, once you have physical access, security control failure is just a matter of time. Maybe you only lose use of the device, but at some point the functionality can be lost. A while back Microsoft published 10 immutable laws of security and physical access is #3 on the list.
There is no doubt that the enterprise security world is changing and that should keep the CSO role interesting. So some analysis and planning will be needed, maybe security can be turned into an innovation driver for the organization.
Gartner had a post on The Five Things that Private Cloud is Not. They stated that Private Cloud is not:
- Just about cost reduction
- Only IaaS
- Always going to be private
This was a good list of things to keep in mind. I have to dispute the last one a bit though, since many times organizations as they get larger will move to a private cloud to keep costs down and have greater control over their SLAs. For the variable part of the workload, public cloud can be more effective though, since you may be able to structure the environment so you only pay for that variable portion.
I would add a few more that we discussed in a #convcloud twitter session the other day.
- Private clouds are not always the security answer – Organizations that use private cloud still have to address security concerns. It may be within the organizations firewall… But remember most security leaks are inside jobs.
- Private clouds are not always the best way to get started with cloud – They are definitely a way to get started, but many organizations do public cloud first and then as they understand their demand develop a private cloud.
- Private clouds don’t need SLAs – Just like any shared resources, there need to be rules and an understanding of how the environment is working and value is being generated. Metrics will serve a key role in the on-going care and feeding of a private cloud.
Are there things about private cloud that you believe the market is confused about?
Recently, there has been quite a bit of discussion about the business value of agility and the effect of XaaS techniques. Tools like cloud computing (IaaS) provide a degree of freedom to experiment that organizations haven’t had before. In a way, the value of agility can be like talking about “opportunity costs” in business. What is the value of what you could do vs. what you actually do? That can be a hard concept to get the more concrete oriented business person’s mind to embrace.
Although a great deal of press is given to the concept of TCO and cloud, it may be agility that really impacts the bottom line over the long haul. CIOs that can understand the value of having options will be much more of an asset to their business than those who focus only on the operational issue.