Custom to Commodity Business & IT in the 21 st century

Transcription

1 Custom to Commodity Business & IT in the 21 st century

2 We make Commodity IT work No IT Consulting Firm Business perspective Changing the mindsets Supplier eco system Commodity IT Discovery Legal, Privacy, Security & Risk as an integrated starting point Traditional "IT Consulting Firm" Technology orientation Implementing the technology Procurement More of the same Legal, Privacy, Security & Risk as a checkpoint down the line

3 What is happening? Businesses face: Accelerating pace Business & IT convergence Significant opportunity for ITenabled organisations IT perceived as: Slow, unresponsive, don t get it Bogged down in maintenance Increases costs, reduces value, holds back the business Commodity IT the promise Low cost, no hassle Flexible, scalable implementation Easy to swap-out Examples Office 365, Google Apps Salesforce.com, Insightly SAP HANA, Oracle Cloud VMware vcloud Air, Amazon AWS EC2

4 What is Commodity IT? Handy investor s definition* : An item should satisfy 3 conditions to be a commodity: 1. it must be standardized and, for agricultural and industrial commodities, in a "raw" state; 2. it must be usable upon delivery; and 3. its price must vary enough to justify creating a market for it. * (Potential) examples of Commodity IT? Various XAAS (SAAS, PAAS, IAAS). Consumer devices (laptops, tablets, smartphones, etc.) Big Data Identity carriers, e.g. ID-cards Sensors and components for robotics and IoT Robotics IoT Virtual reality, en andere immersive technology 3D-printing, Printed electronics Virtual currency (such as bitcoins) 4

5 Why are we still stuck with custom IT? Road blocks Vendor lock-in Systems complexity IT department objections Security & privacy concerns Internal politics Knowing where to start Outside assistance may help Third party as intermediary Mileage seen it, done it before Specialist expertise Security & privacy Vendor management Organisational change IT system interfacing Market insight

6 One slide says it all Old World New World IT custom built to follow Organisation as is, organically grown Build-up Base Organisation to adapt IT as is, a commodity Drawbacks Business stuck in legacy IT Costly maintenance The Challenge Change the organisation Stick to commodity IT Connect old and new world IT Benefits Agile business Low cost Our Solution Market insight Independence Dedicated specialists

7 About us Mission: Make Commodity IT Work Maximise the performance of organisations through the effective use of commodity IT Our difference: Focus on organisational change to facilitate commodity IT We are an experienced young firm Experience in IT, Management Consulting and organisational change Cutting edge expertise in the change domains vital to Commodity IT: security & privacy supplier management, negotiations and governance organisational change IT integration Permanent presence in the Netherlands and United Kingdom Delivery where needed

8 Generic approach Commodity IT Discovery Matrix of Change: required work practices Transformation strategy Business Case* Go / No-Go Implementation plan Implementation execution We mix and match our services to meet our clients needs Copyright No Consulting Firm BV * including political issues and competitive benefits

9 Step 3 Selected Methods and Techniques Wardley Mapping CC to spot Commodity IT opportunities Value Chain Evolution Evolution Matrix of Change to manage change holistically Zeta-Process for behavioural assessments Spectrum to manage supplier relationships Current behaviour Current Values Values and and Beliefs Beliefs Desired future future behaviour Necessary future future Values Values and and Beliefs Beliefs Copyright No Consulting Firm BV CC Creative Commons Simon Wardley (CSC LEF)

10 Additional information

11 Questions you may have What and where are the opportunities to use Commodity IT? Is there a real need to use Commodity IT? Can we do it? Are we capable to use Commodity IT? What do we need to do? How do we do it? Do we need outside help? To do what? Who can help? What will the benefits be? When will we receive them? What are the options or choices that we have? When do we have to make which decisions?

12 Opportunity Scan for Standard IT; Wardley Mapping cc We spot opportunities for commoditization Wardley Mapping cc as a tool Which components can move to the right? Value Chain Evolution Step 3 CC Creative Commons Simon Wardley (CSC LEF) Evolution

13 Imagine an empty office to run your business.. No IT department, just you and your smartphone What are the main business activities you need? What information technology do you need? Can you fulfill that need with IT commodities? Give it a try on the next page..

14 Mix and match, business functions and Commodity IT IT Infrastructure Data centers Databases Computing Vmware Amazon AWS EC2 = Amazon Elastic Compute Cloud GoGrid Storage Amazon S3 Dropbox Microsoft Onedrive Networks Desktop computers Mobile devices Business systems Finance Banking Apps, e.g. ING Paypal HR ADP CRM Salesforce Insightly ERP SAP Oracle MS Dynamics Netsuite Other admin Security & Privacy Identity and access mgt DigiD Platforms Development platform Microsoft Azure Google App Engine Communication Voice-over-IP Skype Messaging Skype Whatsapp Social media & collaboration Yammer Facebook LinkeIn Gmail Hotmail Office365 / Outlook Enterprise systems Office Office365 Google Apps Collaboration tools Document sharing MS Sharepoint Web infrastructure Web hosting

15 Change strategy; Matrix of Change * We work with you to plan the change How to implement work practices Holistically From existing to target practices * Erik Brynljofson a.o. 1996

16 Risk identification and mitigation Four phases approach: DESCRIBE, IN CLOSE COOPERATION WITH CLIENT, THE DESIRED STATE ON SECURITY & PRIVACY (SOLL) 1 2 ANALYSE PRESENT SITUATION ON SECURITY & PRIVACE MEASURES (IST) CONDUCT GAP ANALYSIS AND DETECT RISKS EN FLAWS 3 4 MITIGATE RISKS AND FLAWS AND IMPLEMENT NEW INFORMATION SECURITY MANAGEMENT SYSTEM

17 Security & privacy, determine security level TECHNICAL PROCEDURAL/ORGANIZATIONAL EFFECTIVE CLOUD SECURITY ARCHITECTURE (REDUNDANCY, RIGHT SECURITY-IMPLEMENTATIONS (DATA RECOVERY),CONTROL MECHANISMS, AVAILABILTY ETC.) PROTECTION STAFF (SCREENING, NDA S, SECURITY AWARENESS & TRAINING ETC.) ACCESS CONTROL LOCATIONS AND BUILDINGS PHYSICAL PROTECTION HARDWARE & SERVERS IDENTITY AND AUTHENTICATION MANAGEMENT (IAM) CONTROL ACCESS DEVICES (COMPUTERS, LAPTOPS, MOBILE DEVICES) ACCURATE PROCES DELETED DATA IAM (PASSWORDS, CERTIFICATES, TWO FACTOR AUTHENTICATION PREFERRED) CONTROL ACCESS DEVICES STAFF (LOST OF DEVICES, UNAUTHORIZED ACCES, DISCIPLINE) ISOLATION/SEPARATION DATA ON SERVERS SLA AND TERMS OF SERVICE AGREEMENTS (LEGAL, WHO OWNS DATA, END OF SERVICE, SERVICE DOWNTIME ETC.) MUTUAL TRUST CLIENT AND PROVIDER (TRANSPARANCY ON SERVICES, ACCES CONTROL, STORAGE AND STATUS DATA ETC.) PROTECTION APPLICATIONS ENCRYPTION AND DECRYPTION DATA IN STORE AND IN TRANSIT

18 PHASE 2 SCTY SCAN AS IS ADEQUATE INFORMATION SECURITY POLICY AND HOW IMPLEMENTED CLASSIFICATION OF SYSTEMS AND INFORMATION (ELEMENTS TO BE SECURED, TO WHAT EXTENT) SECURITY AWARENESS EMPLOYEES, AND COMPLIANCE INFORMATION RISK MANAGEMENT (IRM) SYSTEM INFORMATION SECURITY MANAGEMENT SYSTEM (ISMS) DOES ISMS WORK

19 PHASE 3 GAP-ANALYSIS RISKS DESCRIBED EXTENT TO WHICH RESIDUAL RISKS ARE ACCEPTABLE TO WHAT EXTENT THE MEASURES THAT NEED TO BE TAKEN ARE PRACTICAL TO WHAT EXTENT THE PROPOSED MEASURES ADDRESS THE RISKS IMPACT ON CHANGE

20 PHASE 4 IMPLEMENT ISMS

21 Supplier management: Relationship Spectrum We help bridge customer-supplier gaps External suppliers need special attentation Majority of an organisation s activity is in suppliers (78% *) Commoditization puts business critical activities in the hands of suppliers Commodity suppliers are remote and not directly controlled Internally, two worlds inside the organisation through commoditization may cause friction Standard, no exceptions, internal supplier (Wardley right side) Custom, innovations, demand (Wardley left side) Tool: Relationship Spectrum for customer supplier collaboration * Proxima Consulting Group Contrasticon

22 Pivotal values and culture Zeta Process highlights values and culture that hinder as well as help transition offers advance notice of key areas to address to ensure strong and swift engagement implications for leadership Current behaviour Current Values Values and and Beliefs Beliefs Desired future future behaviour Necessary future future Values Values and and Beliefs Beliefs