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Recently, Russ Stockdale wrote a blog post (part 2 of a 4-part series) on a VMware blog. He states that he is continuously looking for opportunities to increase revenue, control costs, and expand services to customers. These are the exact issues that I assist clients with all across the SMB range—from companies with one physical server running everything to customers with multiple sites and 100s of users. Since I get to talk to customers, many of which are SMBs (the same space Mozy serves) and architect solutions to their problems, whatever they may be, I figured I would write a blog along the same lines. The one key technology that we use and recommend is virtualization. Below are some suggestions for products/solutions GreenPages often provides SMBs.
If you are going to do something, make it matter. That was the key phrase that was posted throughout the conference at HP Discover 2012 in Las Vegas a couple weeks ago. With some of the new announcements, HP did just that.
Having read JP Rangaswami’s argument against private clouds (and the obvious promoting of his version of cloud) I have only to say that he’s looking for oranges in an apple tree. His entire premise is based on the idea that enterprises are wholly concerned with cost and sharing risk when that can’t be farther from the truth. Yes, cost is indeed a factor as is sharing risk but a bigger and more important factor facing the enterprise today is agility and flexibility…something that monolithic leviathan-like enterprise IT systems of today definitely are not. He then jumps from cost to social enterprise as if there is a causal relationship there when, in fact, they are two separate discussions. I don’t doubt that if you are a consumer (not just customer) facing organization, it’s best to get on that social enterprise bandwagon but if your main concern is how to better equip and provide the environment and tools necessary to innovate within your organization, the whole social thing is a red herring for selling you things that you don’t need.
A little over a week has gone by since the end of EMC World, and all the product announcements have gotten out of the bag. So, why another article about EMC World, if there are no “big reveals” left? Because I want to make sense of all of the hype, product announcements, and strategic discussions. What do the over 40 new products mean to GreenPages’ customers—both present and future? How many of those products were just cosmetic makeovers and how many are actual game changers? Why should you, our friends and extended business family, care, and what should you care about?
IT departments adopt technology from two perspectives: from a directive by the CIO to a “rogue IT” suggestion or project from an individual user. The former represents a top-down condition, while the latter has technology adoption from the bottom-up. Oftentimes, there seems to be confusion somewhere in the middle, resulting in a smorgasbord of tools at one end, and a grand, ambitious strategy at the other end. This article suggests a framework to implement a vision from strategy, policy, process, and ultimately tools.
When deciding where and how to spend your IT dollars, one question that comes up consistently is how far down the path of redundancy and resiliency should you build your solution for, and where does it cross the threshold from a necessity, to a nice-to-have because-its-cool. Defining your relative position on this path has impacts in all areas of IT, including technology selection, implementation design, policies and procedures definition, and management requirements. Therefore, I’ve developed the Likelihood (LH) Theorem to assist with identifying where that position is relative to your specific situation. The LH is not a financial criteria, nor is it directly an ROI metric. However it can be used to assist with determining the impact of making certain decisions in the design process.