So much of the IT infrastructure discussion today is focused on costs. Paradoxically, the majority of IT time seems to be spent on the most commoditized aspect of infrastructure: hardware costs.
Software costs seem to get less attention, even though they're arguably more amenable to IT negotiations.
More interestingly, improvement of operational processes seem to get almost no attention at all.As hardware costs continue to plummet, and software costs slowly start to move more in line, I'd argue that the next big 800-pund gorilla in the IT organization is re-engineering IT processes to be orders-of-magnitude more effective than they generally are today.
If you're a regular reader of my blog, you'll know my rant by now: virtualization is changing the way IT infrastructure can be done.
Build it differently (virtualized pools of dynamic resources), operate it differently (zero-touch or low-touch processes) and consume it differently (convenient and variable consumption), and you've got the basics of a "cloud", regardless of whether you run it yourself or someone does it on your behalf.
I believe that learning to think like a cloud operator or service provider is the next big thing for enterprise IT organizations. Without that mindset, your internal users will increasingly be attracted to external organizations that offer this kind of service.
In my previous post, I discussed a composite metric ("
Thinking In Terms Of Cost-To-Serve") in an effort to move the focus away from the ingredients (server, storage, network, etc.) and more towards the visible result, e.g. a usable virtual machine, ready for work.
In doing so, we not only combine the physical inputs but the labor inputs as well. Focusing on "cost to serve" as a metric makes newer infrastructure approaches (e.g. Vblock) more attractive. More importantly, it creates a strong incentive to examine the labor (operational) aspects as well.
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