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Digital Transformation and the New War Room

Dennis Drogseth

In August, EMA surveyed 306 respondents in North America, England, France, Germany, Australia, China and India about digital and IT transformation. The goal was in part to create a heat map around just what digital and IT transformation were in the minds of both IT and business stakeholders. We targeted mostly leadership roles, but also emerging roles on the business side such as digital marketing and customer success.

And of course we had to define both digital and IT transformation (briefly) in the questionnaire, even if we wanted to largely let the respondents shape each transformational initiative within their experience versus our dictates.

We defined digital transformation as “optimizing business or organizational effectiveness via digital investments and IT services.”

IT transformation we defined as “optimizing IT performance for business or organizational needs and outcomes.”

We required all respondents to have been involved in transformational initiatives at some level. In fact most had at least one transformational initiative underway for more than a year.

One of the key lessons learned was that digital and IT transformation really do go hand in hand and both require a laser focus on obtaining the highest level of service performance and user experience. In spite of all the industry buzz, digital transformation really depends on progressive approaches to IT transformation targeting requirements such as service assurance, cross-silo dialog and cooperation, user and customer experience management and managing the extended or borderless enterprise (including cloud and other service providers, partners, suppliers, etc.). It also requires effectively integrating and optimizing data from multiple sources supporting multiple stakeholders and decision-making. Above all, digital transformation requires superior levels of dialog and teamwork across IT and between IT and the business it serves. This is true across verticals, and even across different company sizes, from enterprises on down.

This would naturally suggest a new kind of war room — one optimized to support the needs of business priorities, as well as one streamlined in its communication across IT. This would invariably require not only a common situational awareness across operations silos, but also integrated support from development and IT service management professionals. It would require a consistent view of the service delivery infrastructure across domains, from configuration interdependencies to traffic flows, to transactions. The new war room should also support the patchwork quilt of cloud options — including virtualized and software-defined networks and data centers, SaaS application offerings from public cloud, and the emerging need to support container-centric applications. And in the end this new war room should be designed to optimize user and customer experience, revenue generation, and other business outcomes.

Here are just a few data points from the research that underscore these values.

■ Service Assurance: While service availability and performance may seem old hat, especially when all the hoopla about digital transformation seems to be about speed, guess what? Both our business and our IT stakeholders prioritized service performance and availability as the very top functional metrics for both digital and IT transformation, as well as the core metrics for managing services across public and private cloud. Digital transformation made reduced war room time a top functional priority, while IT transformation reinforced the same idea by prioritizing more effective incident and problem management.

■ Infrastructure Awareness: Needless to say, business services are delivered over increasingly complex and heterogeneous infrastructures — as suggested in the need to optimize the extended enterprise. Throughout our research the need for effective analytics and automation was a consistent driver. As an example, analytics for application/infrastructure optimization was among the top three priorities for analytics and automation.

■ Application Performance Management: Application performance management (APM) scored very high. 82% saw APM as “important” or “very important” for their transformational initiatives, and as well as being central to transformational directions in agile and DevOps (86%).

■ User and Customer Experience Management: UEM is at the center of digital and IT transformation—as only makes sense. This is true both politically, as these initiatives can only be optimized with joint business and IT stakeholder teams, as well as in terms of technology investments. For instance, UEM and customer experience were the top functional investments for transformational IT organizations slated for growth. Improved user and customer experience management was also the top functional priority for both digital and IT transformation — followed, BTW, by application performance management in second place.

■ Managing the Extended Enterprise: Improved efficiencies in dealing with partners, suppliers and service providers was the number one business metric for transformational value. Interestingly, this priority was ranked even higher by business stakeholders than it was by IT stakeholders, but it took a top-ranked position for both.

I’d like to conclude by what I mentioned in the beginning. The new war room isn’t just about technology, it’s also about more effective levels of dialog and communication. For instance, those who were “extremely successful” in digital transformation were eight times more likely to have established teams among IT and business stakeholders targeting application and business priorities than those who weren’t. And those who shared in a 50/50 mix of business and IT stakeholders were also more likely to succeed in digital transformation than other groups.

Finally, I would like to state that proponents of the notion that digital transformation in the age of agile computing is just about speed, automation, micro-services, cloud and containers (making the notion of a new age war room obsolete) — are forgetting one of the most basic principles about technology in the digital age. No true advances in IT or digital services are defined by technology alone or even primarily. They are defined, instead, by human beings and human behaviors. The laundry list above, from cloud to containers, is nothing more or less than a list of resources that will need to be understood, made visible, analyzed, assured and optimized. The new war room, with a more progressive focus on human and business outcomes, stands at the very center of that process — not only in fixing what’s broken, but in automating to inform on and optimize business outcomes. Indeed, “war room” may by itself become a term of the past — to be replaced by something more akin to a “digital services center” riding atop a new age war room with improved levels of community, technology and process.

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Digital Transformation and the New War Room

Dennis Drogseth

In August, EMA surveyed 306 respondents in North America, England, France, Germany, Australia, China and India about digital and IT transformation. The goal was in part to create a heat map around just what digital and IT transformation were in the minds of both IT and business stakeholders. We targeted mostly leadership roles, but also emerging roles on the business side such as digital marketing and customer success.

And of course we had to define both digital and IT transformation (briefly) in the questionnaire, even if we wanted to largely let the respondents shape each transformational initiative within their experience versus our dictates.

We defined digital transformation as “optimizing business or organizational effectiveness via digital investments and IT services.”

IT transformation we defined as “optimizing IT performance for business or organizational needs and outcomes.”

We required all respondents to have been involved in transformational initiatives at some level. In fact most had at least one transformational initiative underway for more than a year.

One of the key lessons learned was that digital and IT transformation really do go hand in hand and both require a laser focus on obtaining the highest level of service performance and user experience. In spite of all the industry buzz, digital transformation really depends on progressive approaches to IT transformation targeting requirements such as service assurance, cross-silo dialog and cooperation, user and customer experience management and managing the extended or borderless enterprise (including cloud and other service providers, partners, suppliers, etc.). It also requires effectively integrating and optimizing data from multiple sources supporting multiple stakeholders and decision-making. Above all, digital transformation requires superior levels of dialog and teamwork across IT and between IT and the business it serves. This is true across verticals, and even across different company sizes, from enterprises on down.

This would naturally suggest a new kind of war room — one optimized to support the needs of business priorities, as well as one streamlined in its communication across IT. This would invariably require not only a common situational awareness across operations silos, but also integrated support from development and IT service management professionals. It would require a consistent view of the service delivery infrastructure across domains, from configuration interdependencies to traffic flows, to transactions. The new war room should also support the patchwork quilt of cloud options — including virtualized and software-defined networks and data centers, SaaS application offerings from public cloud, and the emerging need to support container-centric applications. And in the end this new war room should be designed to optimize user and customer experience, revenue generation, and other business outcomes.

Here are just a few data points from the research that underscore these values.

■ Service Assurance: While service availability and performance may seem old hat, especially when all the hoopla about digital transformation seems to be about speed, guess what? Both our business and our IT stakeholders prioritized service performance and availability as the very top functional metrics for both digital and IT transformation, as well as the core metrics for managing services across public and private cloud. Digital transformation made reduced war room time a top functional priority, while IT transformation reinforced the same idea by prioritizing more effective incident and problem management.

■ Infrastructure Awareness: Needless to say, business services are delivered over increasingly complex and heterogeneous infrastructures — as suggested in the need to optimize the extended enterprise. Throughout our research the need for effective analytics and automation was a consistent driver. As an example, analytics for application/infrastructure optimization was among the top three priorities for analytics and automation.

■ Application Performance Management: Application performance management (APM) scored very high. 82% saw APM as “important” or “very important” for their transformational initiatives, and as well as being central to transformational directions in agile and DevOps (86%).

■ User and Customer Experience Management: UEM is at the center of digital and IT transformation—as only makes sense. This is true both politically, as these initiatives can only be optimized with joint business and IT stakeholder teams, as well as in terms of technology investments. For instance, UEM and customer experience were the top functional investments for transformational IT organizations slated for growth. Improved user and customer experience management was also the top functional priority for both digital and IT transformation — followed, BTW, by application performance management in second place.

■ Managing the Extended Enterprise: Improved efficiencies in dealing with partners, suppliers and service providers was the number one business metric for transformational value. Interestingly, this priority was ranked even higher by business stakeholders than it was by IT stakeholders, but it took a top-ranked position for both.

I’d like to conclude by what I mentioned in the beginning. The new war room isn’t just about technology, it’s also about more effective levels of dialog and communication. For instance, those who were “extremely successful” in digital transformation were eight times more likely to have established teams among IT and business stakeholders targeting application and business priorities than those who weren’t. And those who shared in a 50/50 mix of business and IT stakeholders were also more likely to succeed in digital transformation than other groups.

Finally, I would like to state that proponents of the notion that digital transformation in the age of agile computing is just about speed, automation, micro-services, cloud and containers (making the notion of a new age war room obsolete) — are forgetting one of the most basic principles about technology in the digital age. No true advances in IT or digital services are defined by technology alone or even primarily. They are defined, instead, by human beings and human behaviors. The laundry list above, from cloud to containers, is nothing more or less than a list of resources that will need to be understood, made visible, analyzed, assured and optimized. The new war room, with a more progressive focus on human and business outcomes, stands at the very center of that process — not only in fixing what’s broken, but in automating to inform on and optimize business outcomes. Indeed, “war room” may by itself become a term of the past — to be replaced by something more akin to a “digital services center” riding atop a new age war room with improved levels of community, technology and process.

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From growing reliance on FinOps teams to the increasing attention on artificial intelligence (AI), and software licensing, the Flexera 2025 State of the Cloud Report digs into how organizations are improving cloud spend efficiency, while tackling the complexities of emerging technologies ...

Today, organizations are generating and processing more data than ever before. From training AI models to running complex analytics, massive datasets have become the backbone of innovation. However, as businesses embrace the cloud for its scalability and flexibility, a new challenge arises: managing the soaring costs of storing and processing this data ...

Despite the frustrations, every engineer we spoke with ultimately affirmed the value and power of OpenTelemetry. The "sucks" moments are often the flip side of its greatest strengths ... Part 2 of this blog covers the powerful advantages and breakthroughs — the "OTel Rocks" moments ...

OpenTelemetry (OTel) arrived with a grand promise: a unified, vendor-neutral standard for observability data (traces, metrics, logs) that would free engineers from vendor lock-in and provide deeper insights into complex systems ... No powerful technology comes without its challenges, and OpenTelemetry is no exception. The engineers we spoke with were frank about the friction points they've encountered ...

Enterprises are turning to AI-powered software platforms to make IT management more intelligent and ensure their systems and technology meet business needs for efficiency, lowers costs and innovation, according to new research from Information Services Group ...

The power of Kubernetes lies in its ability to orchestrate containerized applications with unparalleled efficiency. Yet, this power comes at a cost: the dynamic, distributed, and ephemeral nature of its architecture creates a monitoring challenge akin to tracking a constantly shifting, interconnected network of fleeting entities ... Due to the dynamic and complex nature of Kubernetes, monitoring poses a substantial challenge for DevOps and platform engineers. Here are the primary obstacles ...

The perception of IT has undergone a remarkable transformation in recent years. What was once viewed primarily as a cost center has transformed into a pivotal force driving business innovation and market leadership ... As someone who has witnessed and helped drive this evolution, it's become clear to me that the most successful organizations share a common thread: they've mastered the art of leveraging IT advancements to achieve measurable business outcomes ...

More than half (51%) of companies are already leveraging AI agents, according to the PagerDuty Agentic AI Survey. Agentic AI adoption is poised to accelerate faster than generative AI (GenAI) while reshaping automation and decision-making across industries ...

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Real privacy protection thanks to technology and processes is often portrayed as too hard and too costly to implement. So the most common strategy is to do as little as possible just to conform to formal requirements of current and incoming regulations. This is a missed opportunity ...

The expanding use of AI is driving enterprise interest in data operations (DataOps) to orchestrate data integration and processing and improve data quality and validity, according to a new report from Information Services Group (ISG) ...