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Innovation: The Invisible Gorilla. A fundamental shift in the delivery and consumption of information technology which will transform IT organizations is in process. Innovation will be required by IT organizations. Most IT organizations don’t innovate well. What now?. The Invisible Gorilla.

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innovation the invisible gorilla
Innovation:The Invisible Gorilla

A fundamental shift in the delivery and consumption of information technology which will transform IT organizations is in process. Innovation will be required by IT organizations. Most IT organizations don’t innovate well. What now?

what is innovation
What is Innovation?

“Though the outcomes of successful innovations appear random, the processes that result in their success often are not.”

- Clayton Christensen (2003)

  • Myth 1: Innovation is all about emerging technologies and creating new products
    • Reality 1: Innovation is also about new services and new ways of doing business
  • Myth 2: Successful innovations require large scale revolution (disruption)
    • Reality 2: The most successful innovations are often the simplest
  • Myth 3: You have to be creative (egotistical) to be innovative
    • Reality 3: While creative thinking can help, innovation is a systematic discipline.
  • Myth 4: Innovation is expensive
    • Reality 4: While emerging tech and drug research are expensive most innovations require the modest disciplined investment of time and brain power.
  • Myth 5: Innovation is a “nice to have”
    • Reality 5: Innovation is your only defense against commoditization and terminal decline

Innovation can be defined as a marked departure from traditional principles, processes, and practices or a departure from customary forms that significantly alters functionality. It can be thought of jumping from one S curve to another.

slide4
technology innovation

business model innovation

Types of Innovation

Game

Changer

(DISRUPTIVE)

Breakthrough

Or

Radical Sustaining

New

Technology

Product and Service

Breakthrough

Or

Radical Sustaining

Near to

Existing

Incremental

Sustaining

Near to

Existing

New

process innovation

Business Model and Process

product & service innovation

process maps
EVALUATION

AND

MEASUREMENT

TURN OVER

TO PRODUCT

MANAGEMENT

Process Maps

START

KILL

IDEATION

INTERNAL RESOURCES

NARROW CONCEPTS

UNDER

CONSIDERATION

OUTLINE FEATURES/

BENEFITS

EXPOSE TO

TARGET

CUSTOMERS

(QUALITATIVE)

DEFINE THE

PROBLEM/

OPPORTUNITY

DRAFT NEW PRODUCT

CONCEPTS

FORM

TEAM

CONTINUE

This

IDEATION

EXTERNAL RESOURCES

How far back depends on feedback received

REFINE

May require refinement of business case and financials

KILL

DEVELOP BUS

CASE/OBTAIN

APPROVAL TO

PROCEED

(Mgt Review)

EXPOSE TO TARGET

CUSTOMERS FOR

VOLUME ASSESSMENT

(QUANTITATIVE)

TEST MARKETING

PREPARATION

EXECUTIVE

MANAGEMENT

REVIEW

(Investment Committee)

PLAN

DEVELOPMENT

AND

INITIAL TIME LINE

(Proj Request/Sizing)

HIGH LEVEL

REQUIRE-

MENTS

ESTABLISH

SUCCESS

CRITERIA

TEST MARKET

(NEW PRODUCT

INCUBATOR)

DESIGN,

DEVELOP & PILOT

(Project Launched)

Project Release Management Flow Begins (see next page)

Start Project

Project Lifecycle

KILL

Or this

KILL

FINAL ROLLOUT

PLAN

FINAL TIMELINE

EXECUTIVE

GROUP

REVIEW

POST

TEST MARKET

EVALUATION

WAR

GAMES

ROLL-OUT

CONTINUE

TRAINING

REFINE

Some, or all of these stages may not apply to smaller efforts, or those with low execution risk/low capital investment For large projects, or those requiring post-pilot review and approval, these stages will apply (e.g. Investment Committee level projects).

End Project

Project Lifecycle

why does it need to innovate
Why does IT need to innovate?

A fundamental shift is happening in the delivery and consumption of information technology which will transform IT over the next 10-15 years.

  • Advancements in technology are enabling the move from proprietary to a utility based (on-demand, scalable, metered, natural billing unit, no up front costs, cost effective, energy efficient) model.
  • This is facilitating information consumers to change the way they buy and use information technology – asset light with the “browser” becoming the window to inter and intra enterprise computing.
  • While IT demand will continue to grow, spend on proprietary IT environments may shrink as enterprise capable pay per use services replace capital investments.
what is really driving the change
What is really driving the change?

People

Cloud

Process

Cloud

Information

Cloud

what is the cloud
What Is The Cloud

Cloud computing enables dynamic provisioning of computing resources over the internet. The market/business drivers are its utility based (on-demand, scalable up and down, metered, natural billing unit, no up front costs, cost effective, energy efficient) model.

  • On-demand self-service
  • Broad network access
  • Resource pooling
    • Location independence
  • Rapid elasticity
  • Measured service

Infrastructure

“IaaS”

XaaS

  • Building blocks for deploying and managing public or private clouds
  • Hosted storage / compute capacity
  • Software (middleware) required to connect, allocate and track components / applications

Applications

“SaaS”

Platform

“PaaS”

  • Software application (i.e. CRM, HRM, Email)
  • Deployed in a hosted environment
  • Subscription based (vs. legacy license-based)
  • Application development and test platforms leveraged to develop and deploy applications over the internet
trajectory of computing utility models
Trajectory of Computing Utility Models

Physical App

Hosting

Software

as a Service

Platform as a Service

(Application Hosting)

OS Virtual

Machines (IaaS)

2000

2005

2010

2015?

2020?

evolution of the systems operations market
End State

Current Stage

Historical

Evolution of the “Systems/Operations” Market

Add on development/ deployment environments

PaaS

A virtual datacenter per user per application per user

  • Puppet Labs
  • AppDynamics/ AppFirst
  • Conformity
  • RiverMuse
  • Android
  • iPhone
  • Chrome
  • Linux
  • Windows ?

Point of Presence Device Linked to Cloud

Policy ManagementandImplementation

  • VMware
  • Joyent
  • Xen
  • Appliances

Independent Standalone Software Environments

  • BMC
  • Service Now
  • CA
  • Windows
  • Oracle
  • Eclipse

ITSM / ITIL

Models

Server

Focused

  • Basic Kernal
  • VM Abstraction layer
  • On Demand Functions
  • App Store for System Capability

Salesforce, Google, Amazon, AIM, VIS, etc

HyperVisor

IaaS

Automated generation of highly customized environments to specific niche customers

Needed: Version & Release Control; “Certification”; License Monitor; Pedigree; “Hash coding”; Catalog; user control, SLAs, self-service, billing, provisioning, security , “dev to production” – “Single Pane of Glass”

Policy based workload management (where, when, how much) and “rights to access and use” management.

Independent Operating System

Open Source Applications

evolution of the applications delivery market
End State

Current Stage

Historical

Evolution of the “Applications Delivery” Market

ISV

SaaS

Applications created on the fly using search to match components and data

  • MDE
  • MDA
  • DSL
  • Azure
  • Force
  • Morph
  • Web 2.0
  • Vmforce
  • YUI
  • BPEL/BPMN
  • WSCI/WS-CAF
  • Eclipse
  • Visual Studio

Integration & Adaptive

PaaS

Integrated

Development

Environments

Meta

Models

Framework

Models

Proprietary

PaaS

Mix of ISV like SaaS (SFdC), SaaS start ups and ISV driven SaaS and PaaS appliances

Application Components as a Service

Applications Components

Automated generation of highly customized applications to specific niche customers

Carr-like Hyperscale IaaS Utilities with Andersen-like long tail component suppliers

ASP

Needed: Version & Release Control; “Certification”; License Monitor; Catalog; Pedigree; Hash/key

Open Source Applications

  • Model Driven Engineering
  • Model Driven Architecture
  • Domain Specific Languages
  • Fusion
  • Web Sphere
  • .Net

SOA

through the darkness
Through the Darkness…
  • The temptation of business is always to
  • feed yesterday and to starve tomorrow.
  • --Peter Drucker

“I did not fail; I just found 10,000 ways that did not work.”

Thomas Edison – American inventor

  • An established company which, in an age demanding innovation, is not able to innovate, is doomed to decline and extinction.
  • --Peter Drucker
how it will evolve
How IT will evolve

Real Time

Infrastructure

Contain

Separate

Consolidate

Optimize

Federation

Leading Edge Today

Policy-Based

Workloads

On-Demand

Scalability

Private Cloud Model

Self-Service

Self-Service

Orchestration

(internal)

Choreography

(external)

Orchestration

(internal)

Management

Monitoring

Compliance

Management

Monitoring

Compliance

Management

Monitoring

Compliance

Virtual

Infrastructure

Virtual

Infrastructure

Virtual

Infrastructure

Virtual

Infrastructure

Abstraction

Abstraction

Abstraction

Abstraction

Abstraction

Intelligent

Capacity

Data Center

Automation

Test and Development

Server Consolidation

Computing Clouds

how the vendor s will evolve
How the Vendor’s Will Evolve

Today's ISVs

L

A Few Hyperscale Clouds

Carr “Big Switch” Theory

Platform as a Service

Application Components as a Service

Cloud Size

Many Smaller Clouds

“ SaaS Builders” & Corporate Clouds

White Labels on Hyperscale Clouds

Anderson “Long Tail” Theory

Today's Hardware Vendors

S

10’s

Number of Clouds Servicing Demand

1000’s

what technologies and practices
What Technologies and Practices?

A broad selection of technologies and practices are called into play in developing Next Generation Computing environments among which are:

  • Virtualization
    • Allowing one physical device appear and behave like many devices.
  • Cloud
    • Allowing multiple virtual devices to appear and behave like one very large device (World Wide Computer).
  • Web 2.0
    • Combining multiple applications so they appear and behave like one application.
  • ISO27000 / DRM
    • best practices on information security management for the preservation of confidentiality, integrity and availabilityof information assets.
  • ISO 20000
    • an integrated process approach andbest practices for service management services to customer requirements.
  • BPO 2.0
    • Piecemeal outsourcing evolving to integrated services along value chains with increased domain expertise.
  • Unified Communications
    • Integrating real-time communication like instant messaging, presence information, IP telephony, video conferencing, call control and speech control with non real-time communication services messaging like voicemail, e-mail, SMS and fax.
a combined dell hardware software and services model
A Combined Dell Hardware / Software and Services Model

Joint Venture / Channel Opportunities

SaaS; IaaS; BPO; Application Component

Specific Instances of

Application Delivery Platform

Marketing

Lines of Business

Benefits

Efficient and highly cost effective data management solutions

Drives workload productivity and proactively seeks out issues

Rapid provisioning of physical and virtual resources assures SLAs are achieved

Intelligent equipment delivers improved business process and lower TCO

Vast ecosystem of cloud/virtual and traditional data center services

SW Factories

Dell Application Delivery Platform

Workflow Intelligence

Generates

Dell Operational Platform / Dell Integration Platform

Factory Assembly Model

Process Consulting

Intelligent Data Management

Applications

SaaS

Providers

Public Clouds

Dell Services Clouds

Dell Services Private Clouds

Dell Services Data Center

Customer Data Center

Telecom Unified Comm

Advanced Applications and Workload Management

Enterprise Architecture Practice

Advanced Infrastructure Management

Infrastructure

Intelligent Infrastructure

Supply

New Application Remediation Service

slide20
CLIENT HOSTED VIRTUALIZATION

Session Mobility

No HDD

A Flexible Computing Model:

Not just servers…

MOBILE

USER

VIRTUAL REMOTE DESKTOP

SPECIALIZEDAPPLICATIONS

MAINSTREAM APPLICATIONS

ON-DEMAND GRID-LIKE CAPACITY

STATIONARYUSER

DEDICATED REMOTE WORKSTATION

ON-DEMAND DESKTOP STREAMING

delivering solutions the way users want them
Delivering Solutions TheWay Users Want Them

A flexible delivery model that suits users unique needs and goals

Build & Operate

As-a-Service Delivery

Usage Ready Configs

Build & Transfer

Externally Provided

Internally Provided

IT does

it for you

IT helps

you do it

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