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Next-Generation Asset Management: Shifting Left? Shifting Right? Or Shifting In-Between?

Dennis Drogseth

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.

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Next-Generation Asset Management: Shifting Left? Shifting Right? Or Shifting In-Between?

Dennis Drogseth

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.

Hot Topics

The Latest

According to Auvik's 2025 IT Trends Report, 60% of IT professionals feel at least moderately burned out on the job, with 43% stating that their workload is contributing to work stress. At the same time, many IT professionals are naming AI and machine learning as key areas they'd most like to upskill ...

Businesses that face downtime or outages risk financial and reputational damage, as well as reducing partner, shareholder, and customer trust. One of the major challenges that enterprises face is implementing a robust business continuity plan. What's the solution? The answer may lie in disaster recovery tactics such as truly immutable storage and regular disaster recovery testing ...

IT spending is expected to jump nearly 10% in 2025, and organizations are now facing pressure to manage costs without slowing down critical functions like observability. To meet the challenge, leaders are turning to smarter, more cost effective business strategies. Enter stage right: OpenTelemetry, the missing piece of the puzzle that is no longer just an option but rather a strategic advantage ...

Amidst the threat of cyberhacks and data breaches, companies install several security measures to keep their business safely afloat. These measures aim to protect businesses, employees, and crucial data. Yet, employees perceive them as burdensome. Frustrated with complex logins, slow access, and constant security checks, workers decide to completely bypass all security set-ups ...

Image
Cloudbrink's Personal SASE services provide last-mile acceleration and reduction in latency

In MEAN TIME TO INSIGHT Episode 13, Shamus McGillicuddy, VP of Research, Network Infrastructure and Operations, at EMA discusses hybrid multi-cloud networking strategy ... 

In high-traffic environments, the sheer volume and unpredictable nature of network incidents can quickly overwhelm even the most skilled teams, hindering their ability to react swiftly and effectively, potentially impacting service availability and overall business performance. This is where closed-loop remediation comes into the picture: an IT management concept designed to address the escalating complexity of modern networks ...

In 2025, enterprise workflows are undergoing a seismic shift. Propelled by breakthroughs in generative AI (GenAI), large language models (LLMs), and natural language processing (NLP), a new paradigm is emerging — agentic AI. This technology is not just automating tasks; it's reimagining how organizations make decisions, engage customers, and operate at scale ...

In the early days of the cloud revolution, business leaders perceived cloud services as a means of sidelining IT organizations. IT was too slow, too expensive, or incapable of supporting new technologies. With a team of developers, line of business managers could deploy new applications and services in the cloud. IT has been fighting to retake control ever since. Today, IT is back in the driver's seat, according to new research by Enterprise Management Associates (EMA) ...

In today's fast-paced and increasingly complex network environments, Network Operations Centers (NOCs) are the backbone of ensuring continuous uptime, smooth service delivery, and rapid issue resolution. However, the challenges faced by NOC teams are only growing. In a recent study, 78% state network complexity has grown significantly over the last few years while 84% regularly learn about network issues from users. It is imperative we adopt a new approach to managing today's network experiences ...

Image
Broadcom

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 ...