© 2006 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
BTO를 통한 비즈니스 관점의 IT운영 최적화 전략 세미나
CIO
- Business Technology
Jeong-Gwon Jee
- 2 -
Today’s CEO Demands
99% of CEOs
Only 43%
Think technology is integral to the success of their company
Believe their companies align technology to business
outcomes
- IT
- IT
-Global IT
-M&A IT
- IT
- IT
-IT /
- IT
- IT
-
CEO IT Gartner Forrester 10 .
Sources: Forrester Research, Gartner 2007
- 3 -
Making a Difference rather than doing more with less
Executive priorities reflect an expectation for IT to make a difference rather than doing more with less.
IT success rests on making the difference in creating products, services and capabilities that are unique and valued in the market. Those solutions make the enterprise distinctive and competitive.
2002 20102007
IT under the microscopeCost Containment
IT as a telescopeGrowth and Leverage
2003 20052004 2006 2008 2009
Sources: Gartner 2008
2011
- 4 -
Business Technology as the Catalyst for Transformation
ITTransformation
Expansionof CIO role
Business-ITalignment gap
Shift to businesstechnology
Increasing business expectations are widening the gap between the near-term business expectations of IT and the near-term strategies of the CIO. This is creating an upward demand for IT transformation and as a result CIO’s are being asked to take on an expanded set of accountabilities.
- 5 -
What’s the Transformation Equation?
coststructure
cashflow
$$ to transformfor growth =
long-termcompetitiveadvantage
risk
$$+ +
- 6 -
The CIO’s Balancing Act
Making IT a valued partner to the business : faster and more effectively
CEOCIO
Adapt quickly and safely to change
Keep the right services running
Demonstrate IT’s value to the business
Innovation & Innovation
“Technology for Better Outcome”
New Paradigm of Future
- 8 -
New Reality
IT no longer supports the business, it powers the business
“Business is technology and technology is business”*
IT risks are now business risks
IT opportunities are now business opportunities
*George Colony, Chairman and CEO – Forrester Research. My View: IT to BT, Forrester Research, Inc., August 2006
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Where technology results are measured in only one way: Business outcomes
Acceleratebusiness growth
• Speedy time to market
• Drive new revenue streams
• Improve decision making
• Strengthen customer relationship
Lower costs
• Enhance operational efficiency
• Reduce technology cost and drive business cost down
• Improve return on technology investments
• Improve workforce productivity
Mitigate risks
• Improve compliance
• Protect critical assets
• Ensure continuity of business operations
* Customer priorities validated by HP CIO Agenda research
IT, , Business Risk
, IT .
- 10 -
Business Technology PortfolioTechnology for better business outcomes
Provide good information to enable better business decisionsLower risk to the enterprise with better control of the infrastructureReduce the cost of technology while delivering more to the business
Business Information Optimization
Business Technology Optimization
Adaptive Infrastructure
Servers & storage Services Software
FinancialServices
Comm. Media &
Entertainment
Mfg. & Distribution
Public Sector
Health & Life
Sciences
Business Outcome 3 “ IT” IT .
1
2
3
Customer Needs
- 11 -
Business Information ChallengeBusiness Information Optimization
• Information is critical to business success– Executives increasingly view information as a competitive differentiator– Need 24x7 access to business critical information– Slow, inefficient and expensive paper-based processes impacting business
growth– Changes in information flow is one of the top three business trends that
will affect the ability to compete during the next five years. *
• Information is exploding– Information is doubling every 18 months– Globalization and M&A activities increase information demands– Spiraling cost, risk and complexity of managing information
• Information impacts productivity, customer satisfaction– Difficult to share and leverage information across the enterprise– Slow response to customers
• Information is key to regulatory compliance – Regulations require that data is kept longer and produced faster
Turn data into useful and accessible business information *Gartner/Forbes Executive Survey, Feb 2007, G00146283
Volume of information
Information is doubling every 18 months
Information workers spend nearly 25% of their time searching for information
Time
Business Information.
- 12 -
Business Information Optimization Strategy
Business outcomes
Transform data into intelligence
Ensure information is always available
Meet compliance
requirements
Automate paper-based processes
Optimize the use and management of business information to improve decision making, productivity and compliance
Data storage and management
Data
Business Information
“Capitalize on business information”
, “ ” .
Business Information Optimization
- 13 -
BIO Service Offering
DW (HP NeoView)
BAM, BSCCompliance
.
DW, Intelligent Hub/ /
/Supply-chain
/
Visibility
BPM, PI, 6 Sigma
,
,
CostOA BI “ ”
Data Quality Management
Service
Information Lifecycle Management Service
Business Intelligence Service
Paper-based Process Automation
Service
HP DataWarehouse BI PPA , ILM, DQMTotal Service .
Business Information Optimization
- 14 -
Technology Challenge
Bridge the gap between business and technology
• Grow the business – Need to speed supply chain integration
– Rapidly integrate mergers and acquisitions
– Provide services that enable the business to respond quickly to take advantage of market opportunities
• Maintain continuity of operations– Need to protect data and resources from security
threats
• Regulatory compliance– Manage technology change and ensure business
continuity to meet corporate governance and regulatory compliance
• Control technology spend– Automate and consolidate to meet growing business
demands
versus
Explosive growth in business applications and supporting infrastructure
IT investment to enable more effective service delivery
The growing gap between business demands and technology’s ability to deliver
TechnologyIT .
Business Technology Optimization
- 15 -
Business Technology Optimization Strategy
Business outcomes
Automate key processes across technology domains
Facilitate alignment between technology and the business
Auto
mat
e ke
y fu
nctio
ns w
ithin
te
chno
logy
dom
ains STRATEGY APPLICATIONS OPERATIONS
Unified view of technology portfolio and
project management
Consistent approach to quality management
and performance validation
Efficient application and infrastructure management
“Optimize the business outcome of technology”
Technology/
“ ” .
Business Technology Optimization
- 16 -
BTO Service Offering
IT Governance
Business Process Management Service
SOA Service
SOA Governance Service
Business Standard Packaging Service (SAP, PLM, CRM..)
IT M
oder
niza
tion
ITSM Service
Application Lifecycle
Management Service
IT Strategy Planning Service
IT M
anag
emen
t
Enterprise Architecture Service
Project & Portfolio Mgt. Service
Service Fulfillment
Enterprise Portal Service Biz. Workplace Service
Enterprise Service Integration
HP Business Technology Enterprise Technology Lifecycle 4 .
Business Technology Optimization
- 17 -
Infrastructure ChallengeAdaptive Infrastructure
• Rapidly respond to business and customer needs− Struggle to meet service level agreements for
critical workloads − Can’t implement new projects fast enough− Need agility to respond to changing business needs
• Reduce costs of operations and maintenance− Too many applications, too much customization − Underutilized servers− Escalating power and cooling costs
• Enhance quality of service to enable business success− Need to ensure business continuity− Protect critical resource and data assets− Meet Compliance requirements
10%
25% 65%
Operations –Maintenance &
mgmt.
Innovation
Migration & Upgrades
Not enough investment in innovation; too much in maintaining legacy infrastructure
Technology Budget Allocation
Shift resources from maintenance to Innovation
, .
- 18 -
Adaptive Infrastructure Strategy
Business outcomes
Lower the cost of technology operations, provide higher quality of service, and increase speed in introducing technology change.
Low-cost pooled technology assetsFuture stateCurrent state
High-cost technology Islands
Turn technology into a service
provider
24x7 lights-out computing environment, based on standard building blocks, automated using modular software, delivered through comprehensive services.
“Delivering the Next Generation Data Center”
, .
Adaptive Infrastructure
- 19 -
Adaptive Infrastructure
Business outcomes
Business TechnologyInitiatives
Technology Enablers
AutomationSecurityTechnology System & Service
Power & Cooling
• Scalability based on standards
• technology services
• Energy-efficient computing
• Built-in protection of technology resources and data
• Pooling and sharing of technology resources to optimize utilization
• Dynamic technology resource re-deployment to meet changing business demand
• Unified infrastructure management
VirtualizationManagement
Service Management
Applications & SOA
Transformation
Data Center Transformation
Low-cost pooled technology assets
Future stateCurrent stateHigh-cost technology islands
HP A ZRisk .
Adaptive Infrastructure
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HP delivers better business outcomes across vertical industries
Financial Services
• Improve total customer experience (TCE) to retain and acquire customers
• Launch new products and reduce time to market
• Increase share of wallet and profit per customer
• Reduce enterprise-wide operating costs and IT TCO
• Improve operational efficiency and productivity
• Improve ROI and reduce payback period
• Achieve regulatory compliance
• Ensure business continuity• Reduce security threats
Public Sector
• Improve operational efficiency
• Transform silo’d agency information into an integrated business view
• Provide actionable intelligence by consolidating and integrating business applications with legacy environments
• Enable a shift to network-centric operations
• Rapidly access secure information
• Enable interoperability between agencies and legacy systems
Manufacturing and Distribution
• Improve visibility and collaboration across the demand and supply chain
• Accelerate innovation and time to market with better product lifecycle management
• Capitalize on virtualization for prototyping, product testing and even seismic evaluations
• Ensure environmental and regulatory compliance
• Deliver a differentiated customer experience
Communications Media and Entertainment
• Rapidly deliver new converged services to consumers and enterprises at minimal cost
• Expand relationships across the new industry ecosystem to create innovative, go-to-market models
• Reduce cost of network operations and improve flexibility
• Implement single content creation and distribution methodology
• Protect digital assets and ensure visibility to asset usage across the entire value chain
• Maximize customer intimacy and improve loyalty
Health andLife Sciences
• Improve patient throughput while delivering better quality of care
• Speed time to market of new pharmaceutical agents
• Improve decision making• Improve operational
efficiency• Improve resource
efficiency to address staffing shortage and needs of aging population
• Improve FDA/HIPAA compliance
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Thank you
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