Am Fallbeispiel Hewlett-Packard wird deutlich, wie sich die Rolle der IT gewandelt hat. Ramón Baez, Senior Vice President and Chief Information Officer (CIO) bei HP, beschreibt in diesem Artikel, wie der Konzern seine IT umgestellt hat. Vom reinen Service-Provider, der die Effizienz eines Unternehmens verbesserte, hat sich die IT zum Value Creator gewandelt, der dem Konzern Umsatz bringt und einen Wettbewerbsvorteil gegenüber Konkurrenten gewährleistet.
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The New Style of IT
What’s happening around us and our IT profession is nothing short of amazing! Mobility, social networks, big data and cloud are the latest chapters in an ongoing evolution of our profession. The way technology is bought, the way it’s consumed, the way it’s paid for, is completely changing, and is changing fast. That’s what we call the new style of IT.
For the enterprise, and most medium-sized businesses, they have to get from where they are in their technology to where they want to be – because technology has become a real competitive weapon. It used to be about how you could make your operations more efficient. Now IT needs to help drive revenue, and be a competitive advantage.
So, how do we at Hewlett-Packard deal with the challenge of the new style of IT? Let me give you just a bit of context about our company, and how challenging this is for us.
We are a very large and diverse company, with operations in 170 countries, and more than 300,000 employees.One out of every three servers shipped worldwide is from HP, we ship approximately 1 million HP printers per week, and 58 million HP PCs per year.
HP carefully orchestrated the transformation of its IT
With a company of the size and scale of HP, it takes a massive infrastructure to meet the internal and external demands of the new style of IT. We have a large infrastructure supporting HP today. 1,500 HP networking routers. 15,000 HP switches. More than 23,000 physical servers and more than 18,000 virtual servers. A massive amount of 3PAR, XP and EVA storage. 442,000 PCs deployed, 450,000 exchange mailboxes managed. The sheer size, the amount of data that passes through our networks is enormous.
The breadth and design of our infrastructure is not the result of adding hardware on an ad hoc basis; in fact, it’s the result of a carefully orchestrated IT transformation that was necessary to handle the volume of information flow that takes place within HP today. The hard work of getting this foundation created and correct was the first chapter of our transformation. You all may have heard about the data center and application consolidation work we have done over the years. That was very tough work, but necessary to handle the kind of information flow we see today inside HP.
We are changing the face of IT, by moving from a service provider to a value creator. Five years ago, HP IT had a different mandate. It acted as a service provider. This means: Business units and users are seen as internal clients. There’s a focus on infrastructure services (desktops, communications, network). There’s a penetration of IT into business processes across the company. Requirements planning is very projectspecific, and stable infrastructure is also a focus. We now have a new mandate. It’s to be a value center. This means: There is development of new IT-enabled business models. Business and users are seen as external customers. There is greater business and customer insight. Our IP becomes a revenue generating engine, and we share risk/value with delivery partners.
IT organizations have to become value creators instead of service providers
In our increasingly digital economy, the primary role of IT is no longer to optimize IT or reduce costs – its primary role is to create a competitive advantage, and to help improve top- and bottom-line growth. IT organizations have to evolve from being service providers to becoming value creators. This means that instead of having an inward focus, you must have an outward – or customer – focus.