Over the last four years, EMA has done research uniquely focused on how software asset management (SAM), IT asset management (ITAM) more broadly (including hardware), IT service management (ITSM), and transformative attempts to optimize IT as a business, have been evolving — both in the spring of 2014 and the summer of 2016. The overall perspectives from both research projects shows that, at least as a vision, many IT organizations are really seeking:
■ A more cohesive and unifying approach across asset and service management disciplines
■ Executive level attention to this trend, including growth of executive "ownership" of the process
■ An indication that business stakeholders/executives are increasingly looking over IT's shoulder — expecting their IT tablemates to demonstrate value vis-à-vis costs (What's commonly called "running IT as a business.")
■ Growing interest in making this work across IT silos (e.g. network, systems, apps) so that SW and HW investments, and OpEx overhead can be managed more effectively together
■ Growing interest in managing cloud resources as an integrated part of IT asset and business planning
■ Accelerating investments in areas such as analytics (ranging from SAM to broad-based financial optimization), advanced discovery and dependency mapping, and service catalogs to promote a more effective lifecycle approach to asset management
■ More than a hint that IoT and security concerns are beginning to take root as an integrated part of the bigger picture in asset, service and financial planning
■ And don't forget the growing impacts of agile/DevOps in making IT asset management an even more interesting experience
■ A clear data demarcation showing that those who declared themselves "extremely successful" embraced all of the above trends far more than those who saw themselves as only "marginally successful."
Vision vs. Reality
OK fine. This is the vision. It makes sense. And it has the glow of being forward-looking, progressive, and relevant both to IT and to digital transformation.
And yet, when we talk to many vendors, or examine many IT environments, we still see just the opposite. Strategic values sail over the heads of far too many buyers. Immediate, hands-on, "let's get this done" still seems to rule the day when it comes to adopting most solutions.
Maybe the trick is this. When you do visionary research, you may tend to get visionary respondents.
So this spring we're embarking on research that can connect the dots with the visions of the past, but which will also squarely force respondents to come clean about what they're actually doing now — and within the coming 12 months. And we'll also ask them how their priorities have changed over the last two years:
■ Have they really pursued superior levels of integration over the last two years?
■ Are they seeking new leadership? New skillsets? Better OpEx metrics?
■ Changing their process and best practice priorities?
■ Are they moving more to IoT (and if so where?)
■ What have they done about cloud lately?
■ Are they still stumbling over security issues and compliance?
■ What are they investing in — really? And who owns the process?
■ Or, by contrast, are they simply looking to outsource the problem?
We'll also be able to evaluate changes in surprising data from the past. For instance, average mid-tier enterprises showed about 11 different discovery and inventory tools primarily linked to asset management requirements, while with larger enterprises the average shifted upward toward 15.
Has that changed? If so, in which direction?
And even more interesting, the average respondent spent about 15 hours a week resolving discovery and inventory discrepancies — and the more successful respondents spent more (not less) time doing this!
Have these and other "curious facts" changed? If so in which direction? Or have they stayed the same?
And back to basics, we'll certainly be trending the ins-and-outs of core priorities in SAM, ITAM, ITSM and beyond. The thrill of audits. The demands of managing and assimilating data from multiple data sources (not just inventory and discovery). The challenges of (and willingness to) model asset investments to align with business services.
And there are going to be some areas where we may have more fun than others. "Bots" were barely in the vocabulary two years ago. Now they're starting to show up with increasing frequency in a variety of roles. Or are they? And when it comes to analytics — an area of in-depth concern for EMA — what's being applied and where? Are we truly getting machine learning into the act, or merely the wish for it to arrive sooner than later?
The bottom line is this. We want to find our visionaries, once again. But we also want to provide a few more acid tests to see what's real. Or at least what's imminent.
I should know more well before spring gets too old. And I'll let you know some of the highlights then.
The State of the Mainframe report from Syncsort revealed an increased focus on traditional data infrastructure optimization to control costs and help fund strategic organizational projects like AI, machine learning and predictive analytics in addition to widespread concern about meeting security and compliance requirements ...
The 2018 Software Fail Watch report from Tricentis investigated 606 failures that affected over 3.6 billion people and caused $1.7 trillion in lost revenue ...
Gartner predicts there will be nearly 21 billion connected “things” in use worldwide by 2020 – impressive numbers that should catch the attention of every CIO. IT leaders in nearly every vertical market will soon be inundated with the management of both the data from these devices as well as the management of the devices themselves, each of which require the same lifecycle management as any other IT equipment. This can be an overwhelming realization for CIOs who don’t have an adequate configuration management strategy for their current IT environments, the foundation upon which all future digital strategies – Internet-connected or otherwise – will be built ...
Many network operations teams question if they need to TAP their networks; perhaps they aren't familiar with test access points (TAPs), or they think there isn't an application that makes sense for them. Over the past decade, industry best-practice revealed that all network infrastructure should utilize a network TAP as the foundation for complete visibility. The following are the seven most popular applications for TAPs ...
Organizations are eager to adopt cloud based architectures in an effort to support their digital transformation efforts, drive efficiencies and strengthen customer satisfaction, according to a new online cloud usage survey conducted by Denodo ...
Globally, cloud data center traffic will represent 95 percent of total data center traffic by 2021, compared to 88 percent in 2016, according to the Cisco Global Cloud Index (2016-2021) ...
Enterprise cloud spending will grow rapidly over the next year, and yet 35 percent of cloud spend is wasted, according to The RightScale 2018 State of the Cloud Survey ...
What often goes overlooked in our always-on digital culture are the people at the other end of each of these services tasked with their 24/7 management. If something goes wrong, users are quick to complain or switch to a competitor as IT practitioners on the backend race to rectify the situation. A recent PagerDuty State of IT Work-Life Balance Report revealed that IT professionals are struggling with the pressures associated with the management of these digital offerings ...
Businesses everywhere continually strive for greater efficiency. By way of illustration, more than a third of IT professionals cite "moving faster" as their top goal for 2018, and improving the efficiency of operations was one of the top three stated business objectives for organizations considering digital transformation initiatives ...
One of the current challenges for IT teams is the movement of the network to the cloud, and the lack of visibility that comes with that shift. While there has been a lot of hype around the benefits of cloud computing, very little is being said about the inherent drawbacks ...