Tag Archives: IT Professionals

The Gap Between Cloud Demand and Delivery

Posted on by

With IT infrastructure changing due to the rise of cloud services, many enterprises have tried their hardest to get on top of these trends. They’d certainly be well-advised to do so; cloud services are ultimately more cost-effective, scalable, and flexible than traditional server-based computing. However, this sudden influx of demand has left IT and cloud experts struggling to keep up.

Four out of five enterprises have experienced unplanned downtime in this transitionary period, with it becoming more of a problem within the last twelve months. Beyond this, other issues, including cyber attacks, natural disasters, and infrastructure problems have put the hurt on enterprises interested in transforming their IT services.

According to a recent poll from Veeam, a disaster recovery firm, around two-thirds of UK-based IT professionals reported that downtime has hurt critical efforts, limiting digital growth over time. Even beyond this, unplanned downtime can damage revenue or brand image and cause incidents when dealing with customers or clients.

The bottom line? IT services are hard-pressed to meet growing business demands, particularly when it comes to data backup and recovery. The interested observer may think of these as growing pains, but until they’re solved, further losses can be expected. For digital growth to continue unabated, better security and backup services are necessary for distributed computing. As a relatively new technology, there’s something of a dearth of experts, leaving many veterans of the industry scrambling to pick up the new skills necessary to work effectively with the cloud. It makes sense; leveraging the cloud effectively involves a new kind of thinking that has not been used by IT professionals.

For the errant wannabe cloud expert, there are a quite a few resources available to get yourself the knowledge necessary to help address the current need for cloud professionals. Of course, a simple Google search will fetch knowledge on any aspect of the subject, but online learning outlets have never been a better place to learn.

For instance, the National Institute of Standards and Technology publishes a great series of guides on the minutiae of cloud computing. For a more structured approach, codeacademy.com offers lessons on the subject as well. However, a lot of the information found online can be a bit overwhelming, so feel free to visit cloudpatterns.org for a better look at industry trends. Maintained by industry professionals, the site compiles patterns in skill and experience among individuals getting hired in cloud positions, and is a great way to stay informed on what’s relevant.

Cloud computing is going to continue to grow as an industry, to the point where cloud services are expected to comprise 46% of IT spending by 2019. In this time, private IT services will become increasingly popular as the presence of hybrid models eases businesses into this new model.

But for now, what the industry needs is highly motivated individuals willing to keep up with current trends and assure that this continued transitional period goes smoothly for all businesses involved.

Disaster Recovery—Don’t Gamble on Your Security

Posted on by

In this new age of cloud computing, we see companies adopting new systems that they hadn’t previously considered to keep up with the times. IT departments, often formerly regarded as a token failsafe in case of technical disaster, are now taking the lead to overhaul outdated data infrastructure and create lasting change in their companies.

Cloud computing is spreading through the business world, and businesses both large and small are working to adopt the cloud to better leverage their data and provide an easy backup. However, companies often overlook the security and backup measures necessary to ensure that cloud systems aren’t crippled in the event of an outage.

As a result, IT disaster recovery (DR) has gained attention, with businesses needing specialized plans and contingencies to ensure that their systems can be recovered as soon as possible in the event of an issue or an outage. DR has been around for awhile now, but with cloud computing placing further emphasis on Internet integration, the practice is more important than ever.

So what does disaster recovery entail? Are offsite backup servers necessary to ensure the security of your IT systems? Fortunately, the answer is no. With the rise of disaster recovery as a service (DRaaS), paying what you need for the promise of a secure cloud service in the event of a disaster is both cost-effective and highly beneficial.

The main issue with convincing businesses to adopt a DR plan is because of skewed perceptions of the factors that can causes outages or disasters. The name itself implies some cataclysmic event, such as a natural disaster or major storm, when in reality, the majority of outages are caused by operational failure or human error. For that matter, these outages are often very short-lived, and though companies can often get their systems running again in a short time, your customers’ widespread expectation for instantaneous action can make a surprisingly negative impact on relations.

In fact, a 2016 survey discovered that 69% of respondents reported that minutes of downtime would be disruptive to their businesses.

One of the best aspects of DRaaS systems is their ability to address failover in a comparatively small number of systems. As previously mentioned, failures are often much more minor than the moniker of “Disaster Recovery” would indicate. DRaaS systems are often able to group systems into virtual protection groups, allowing for more precise control when addressing problems.

Not all DRaaS systems are created equal, however. It is up to you as a business professional to seek a solution that is largely automated and offers good technical support. There’s no sense in recommending plans or companies here; every business will have its own unique needs when it comes to implementing a DR plan.

That said, adoption is pretty much necessary in this age of technological flux. 72% of companies have reported using their DR plans at least once, and beyond the issues previously mentioned, inconsistent cybersecurity measures have lead to a string of attacks by hackers.

Often, it can be difficult to make business leaders cognizant of the benefits of more robust IT systems. However, highly outdated IT practices have led to inefficiencies in some businesses. Anticipating and overcoming these issues can be the key to optimizing business practices and easing data analytics.

Some Things Never Change—Security and the Internet of Things

Posted on by

There’s certainly been a lot of hype over the past few years about the Internet of Things (IoT); its potential to create a 360 view of data has many business analysts salivating. This is an appealing prospect, especially given the network effect gained from more and more enterprises and even households adopting interconnected devices. That said, before every company rushes to adopt this new technology, security concerns must be addressed first.

The problem lies in the lax security standards that most of these devices have. In an age where most individuals feel comfortable making transactions online, we think nothing of sending personal information through the web. The reason for this perhaps undue confidence in security measures is because small breaches are never newsworthy, whereas large breaches attract attention and are generally perceived as isolated incidents.

The truth is, many manufacturers, particularly those constructing IoT devices, know very little outside of the bare basics of cyber security, exposing countless sensors to potential attack. Also problematic is the lack of standards associated with devices under the overall umbrella of IoT.

One example of a problematic tendency is a lack of prompts to change passwords. Manufacturers seldom ask users to change login information from the default, and as a result, devices can be hacked en masse because few have bothered to update their information.

Of course, given how extensive these networks of devices can be, updated security may very well entail securing every single device, a process that is just as excruciating as it sounds. This is a new concern for companies that, until now, have managed to get by with a standard-issue IT department.

Until industry standards can be adopted, it becomes the responsibility of individual businesses to thoroughly vet where their devices are coming from, and study the results of previous companies that have used them. Wonderfully enough, the data is definitely there; though it may require some effort to find and interpret.

There is good news, though. As far as protecting devices goes, there are already proven tactics that IT departments can use to stay on top of things. Encryption, two-factor authentication, and vulnerability scanning can go a long way in ensuring that a company’s web communications are functional and secure.

Problematically, this issue works both ways; devices are being compromised by poor security which are in turn being used in DDOS attacks, two problems that companies will have to worry about.

As far as the defense side of things go, companies do have options in the form of DDOS detectors, as well as numerous websites detailing ways to combat these attacks and similar cyber threats. Companies will need to incorporate contingency plans into their policies for cyberattacks regardless of whether or not they make heavy use of IoT devices.

This may require spending some money to properly train your IT department in defensive best practices, but it’s worth it in the long run. The age of the IoT gives companies an ultimatum: adapt to the shifts in technology, or fall behind. That doesn’t necessarily mean completely integrating new gadgets into your workplace; just to familiarize your company with them and be prepared to incorporate them if your situation calls for it.

Caution is the name of the game. The issue with learning the technology is that it will inevitably change in the next few years. That said, it’s always worth investigating in order to stay on top of recent trends and even leverage new devices to gain a competitive advantage.

Because of these ongoing issues, IoT technology has not been widely adopted, despite the impact that it has already made. These security concerns will have to be addressed before businesses are willing to trust these devices, though, like the Internet before it, it has the potential to revolutionize business and bring a new level of data analysis to the workplace.

What is a Strategic IT Roadmap, and Why is it So Important?

Posted on by

What is a Strategic IT Roadmap, and Why is it So Important- by Scott Maurice

What is it?

A strategic Information Technology (IT) map, also called a tech roadmap, is a visual navigational tool that depicts how technology will play into the strategic future of an organization. The roadmap usually represents the next 3-5 years of overarching business goals broken down by how IT will support those strategies. Chief Information Officers (or CIO‘s) greatly benefit from from these tools because they ensure that the technological goals of the organization remain in line and in support of the business goals. Ultimately, it ensures effective collaboration throughout the entire company.

Integral Pieces

The strategic IT map can be broken down into several pieces allowing it to be utilized effectively. Those piece may include (a):

Statement – A list of strategic priorities of the business. Outline them and allow for them to be interpreted.
Project Timeline – An outline of the ideal timeline for each project and initiative, with the appropriate start and end dates. Also includes the duration of the project along with the size.
List of Improvements – A prioritized list that is regularly reexamined and refreshed. This will allows the company to stay updated and informed.
Broad Views – A summary of each project from a broad vantage point, without too much detail.
Cost Breakdown – A disassembled breakdown of the cost of each project that allows for it to be interpreted effectively.
Project Owners – A list of which projects are being delegated to which specific individuals for improvements occurring within the next 12 months.

Why Use a Strategic IT Map? Here are 3 Reasons.

Empowerment
Having a strategic IT map will empower technology leaders to create new priorities for the company and will allow them to communicate those ideas to other management figures within the organization. With a visual roadmap, other management figures can visualize projects and aid in the process of funding and investing.

Improvement
The strategic IT map will allow the IT department to anticipate new improvements and plan according to the timeline. This means ordering new parts and machines to further grow the technological interests of the company. The IT map can also prep other workers within the organization for those changes by showing specific dates for updates and improvements, minimizing the interruption of daily operations.

Encouragement
Having a strategic IT map can assure that everyone within the company is aligned and on the same page. Having knowledge on the direction of the company can improve employee morale and aid in the adoption process of new features.

Final Thoughts

Development and growth is something that the business as a whole needs to be a part of. Having specific strategy and tailored objectives is a great thing, but if everyone isn’t on the same page, then what’s it really worth? Using a strategic IT map will allow everyone within the company to be informed, empowered, and encouraged on the technological future of the company and how it matters to them strategically.

The New CIO

Posted on by

The New CIO by Scott Maurice

The Harvey Nash/KPMG CIO Survey is the largest IT leadership survey in the world. Now in its 18th year, this year’s survey includes the perspectives of 3,352 CIOs and technology leaders across 82 countries.

The 2016 survey results have a lot to say on the evolving role of today’s CIO. Most importantly, we see a number of statistics supporting a trend many have identified in tech for the past several years: CIO’s are increasingly expected to play a bigger role in the overall digital strategy and profitability of the company, not just in “keeping the lights on.”

As CIO’s are becoming more strategically, rather than operationally minded, how they work, who they collaborate with, and what skills are most important to the role also begin to change. Here are some of the key findings from the report.

CIO’s priorities are shifting from saving money to making money.

Survey results found that the CEO is now the most likely role within a company to “own” digital, at 21 percent. With the majority of CEO’s (63 percent) also now believe that IT projects should focus on making money, rather than the traditional role of saving money (37 percent), it makes sense that more CIO’s (34 percent, a 10 percent increase over last year) are now reporting directly into the CEO. Rather than having IT function within its own bubble, prioritizing operational efficiency over anything else, the CEO and CIO are increasingly expected to work side by side in making core business decisions about the digital landscape of the company.

According to those surveyed, the importance of increasing operational efficiencies has dropped noticeably over the last four years (by 16 percent) including an astounding 27 percent drop in the importance of delivering stable IT performance (once the foundation of a CIO’s role.)

Moreover, CIO’s are actually pretty happy with this shift, with 87 percent of CIOs working under a CEO (rather than COO or CTO) reporting job fulfillment (the highest of any group.)

CIO’s are working more cross-functionally.

The time a CIO is spending internally focused on managing IT specific goals is reducing while the time they spend working with colleagues from different departments and even customers are increasing. 40 percent of CIOs surveyed said they spend at least one day a week working outside IT.

This trend is even more apparent in smaller businesses, where CIO’s are more than five times as likely to spend the majority of their time working on external-facing projects such as developing stakeholder relationships and growth strategies, instead of traditional IT functions like systems and infrastructure.

As KPMG International global CIO Advisory Service Network Lead Lisa Heneghan explains, this data “supports the view that the role of the CIO is becoming more strategic – there is a need for CIOs to talk business strategy and provide a platform to enable this.”

Adam Woodhouse, Director of CIO Advisory at KPMG, argues that the rise of specialized digital roles such as the CDO (chief digital officer) and the CTO has given CIOs “a jolt to recognize that to be relevant and support growth they cannot focus on their own world in isolation.”

CIO’s must become agile.

Even though a CIO’s emphasis is shifting away from straightforward operational efficiency, this doesn’t mean CIO’s can skimp on their technical expertise. In fact, 39 percent of respondents believe there’s a huge skills shortage in big data and analytics functions, up from 36 percent the year before. And almost two-thirds (65 percent) of CIOs say they believe a lack of talent in these areas will prevent their organization from keeping up with the pace of change, a 10 percent increase in just 12 months.

“It is a given that the lights must be kept on, but we have seen from the survey an increasing emphasis on supporting business growth, and agility is fundamental to this,” Woodhouse explain.

The cloud is a ‘core element’ of driving an agile methodology (a principle based on failing fast and learning from every error.) 69 percent of large organizations surveyed reported expecting to make a ‘significant’ investment across infrastructure, platform, and software as a service in the next three years to increase agility.

“When we asked what steps CIOs are taking to make their business more agile, there was the obvious top answer of implementing agile methodologies, but a clear second place was given to implementing SaaS solutions.”

“The role of the CIO is becoming less defensive and more proactive in stimulating debate on what technology can bring to the organization and benefit its customers,” Heneghan claims. “Therefore I see the relationship becoming more balanced and the dialogue two way, rather than the CIO always responding to requests or issues.”

Albert Ellis, CEO, Harvey Nash Group says, “Whilst the Harvey Nash / KPMG CIO Survey reveals the CIO is enjoying unprecedented influence, it also shows the role is being stretched in many directions. From grappling with an increasing cyber security threat, to working with the board on innovation and digital transformation, CIOs in 2016 are dealing with a more varied range of challenges than ever before, many of which are far, far away from traditional IT. Adaptability, influencing skills and an ability to keep a clear head in uncertain times are becoming increasingly important business skills for today’s CIO.”

CIO’s are outsourcing more, and it’s not just to save money.

Typically, companies outsource to save a few bucks. This year’s survey supports a fundamental change in the reason companies, and especially IT, outsource: respondents claim their primary motivation is a demand for certain skills and flexibility.

Not only are their motivations changing, but so are their budgets. In fact, half of CIOs (50 percent) say they will increase their investment in outsourcing this year, up by four percent from 2015. And 10 percent of CIO’s at small organizations will rely on contingent staff for more than three quarters of their team (five times higher than the rate CIOs at large organizations.)

The influence of the CIO will continue to grow.

Some reading this report may initially wonder if the job role of the CIO is becoming redundant as more digital focused, C-suite executive roles (i.e. CDO) are created, but the report squashes this worry. The proportion of CIOs sitting on the executive board or senior leadership committee is actually at its highest level in 11 years, with more than two thirds (67 percent) of respondents expecting the strategic influence of the CIO to go up in 2016.

As for what 2017 will bring, Woodhouse sees no reason this trend should slow down. “I expect the strategic importance of the role to continue to increase, and as such we will see CIOs spending even greater amounts of their time outside of the traditional fortress [of] IT,” he claims.

“We know that cloud adoption will continue to develop and this needs to be integrated with business strategy to truly drive differentiation – I will be interested if skill shortages in this area hamper CIOs delivering,” he adds. “We also absolutely expect to see an increase in the adoption of digital labour strategies which may displace the broader ‘digital’ strategy question.”

In summary, Heneghan adds, “We are on the cusp of a significant development in the 4th Industrial Revolution. This is driving new demands on the CIO and we are seeing the evolution of a ‘Creative CIO’ who is both a technology and business strategist, and a business model innovator. This Creative CIO is moving away from ‘keeping the lights on’, to enabling the business to create value.”