Raconteur on IT Transformation Single

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TWITTER.COM/RACONTEURMEDIA R

Technology has the power to trans-

orm business, many companies told us in

the 1990s and in the last decade. Theres

a renement to this, though; technology

nowadays has the power to enable busi-

nesses to transorm themselves. Its a

small change to a sentence but its a vital

one, and one which benets everybody.

A way o explaining this is that in pre-

vious decades, technology was a massive

help to business. It became possible to

automate accounts, payroll, customer

relationship management, clerical and

managerial duties and to gather data or

major business decisions with enterprise

resource planning systems (ERP). This

was excellent as long as a business was

willing to work in the way the technology

was structured so to take advantage o

ERP a company needed to reach the right

size then spend the requisite amount o

time implementing the system.

DIffERENT ROOMsIt was a bit like being in a hotel rather

than your own home everything would

be ne and designed to make your organi-

sation comortable but there would be

that oddity o having to go check in to

the whole building, then have a separate

key or your bedroom, go into a specic

room or dining and handing your key

to someone to veriy your identity yet

again; its ne, were all used to it, but i

you go home then once the key is in the

door youre in and you live like you wish.

It was similar in business; youd have

to work as the computing dictated you

could or should. Prior to multitasking

youd have to pull out o one program and

shut it down beore using another, then

a little later you could do it all simulta-

neously but only i you were at a specic

computer. This wasnt perceived as a

problem because it essentially worked.

It still does, but the dieren

apparent when a competit

work dierently.

Technologies such as virtu

the cloud have consigned

o that approach to histor

the business customer to s

the business need at the cen

OVERVIEWBusiness transormation used to mean technology changing the way people worked. Now people can make thetechnology work harder or the way they want to unction the machines are no longer in charge, saysGuy Clapperton

ThE NEW vAlUE Of ITDriving a new Technology innovaTion organisaTion

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iT Transorm

example might be the scalable busi-

ness, which either grows or shrinks

depending on demand and might notwant to buy X amount o computers

and servers which will be used only

Y amount o time. Previously i your

business had needed scale at a given

time you would have needed to buy

into it the whole time. In previous

Raconteur reports we have reer-

enced the people at Comic Relie

who are a classic example; previously

they would have needed to buy physi-

cal computers and sotware licenses

permanently to cater or a couple

o huge peaks at a couple o times

during the year. The organisation

now virtualises and simply res up

additional servers during the major

appeals these just vanish when they

arent required.

pEOplE ChANgEsThis means change not only in tech-nology but rom the technologists

and their colleagues. Elsewhere in

this supplement is a discussion on

how the relationship between CIO

and CFO has evolved; by ar the most

ruitul o these relationships are

the ones in which the CIO is under-

stood to have a strategic role rather

than simply that o a costly enabler,

because he or she can explain what

will now be possible to the business

and make it happen. There are still

organisations which regard the tech

as a drain and the nance as a gate-

keeper and its not clear how theyre

going to cope when their competi-

tion sees a more ruitul relationship

happening.

Put simply, both sides need to have

the imagination to realise the poten-tial benets o teaming up with rather

than ghting their counterpart. The

technologist is precisely the person to

say what can happen when a business

needs to expand, doesnt want the

overhead o more premises but can

allow exible working. A Catch-22,

highlighted by one o the interview-

ees in this supplement, is that this

can mean the technology team has to

accept change. There is no room or

edoms in this new age; the IT team

thats used to working on and indeed

guarding all o the technology in its

business will pass on relatively soon. A

hosted solution in the cloud needs di-

erent skills to manage and there will

be a transitional period in terms o

internal politics this wont be popular

universally. One it is achieved, though,the IT team and particularly the CIO

will nd their roles enhanced as inno-

vators rather than as an in-house sup-

plier. The implications or their own

motivation are vast, even i we leave

aside the enormous scope or produc-

tivity and lower cost growth a busi-

ness can nd with this new model.

KEEp CAlM AND CARRy ONDisaster recovery also becomes

easier; in this supplement we talk

to a inancial services company

which has a near real-time backup

o its work in a second building, so

i theres a problem the workorce

is able to get up, walk into the other

premises and continue as they were

beore. Not every business will be

able to go this ar but to have spo-

ken to someone whose business wasabout to grind to a halt and simply

instructed his team to walk down

the road is quite something (then

the power came back on otherwise

the story would have been perect!)

I a company cant run to a sepa-

rate building and thats quite an

overhead to take on it can take on

a mirrored inrastructure hosted by

someone else, and have it running

in real time so it can be restored or

worked on as the real system in the

event o a ailure.

Clearly there are implications

or the partners someone chooses

to work with as a result o these

changes. The business a company

chooses as its hosting partner or

virtualised real-time backup has to

be the most trustworthy companyimaginable. It needs to be ultra-reli-

able and its data protection poli-

cies need to be scrupulous. The old

idea o outsourcing to anyone over-

seas to save money will work only

i overseas understands the UKs

Data Protection Act (DPA) com-

pletely and can understand all o

its strictures and restrictions (and

will thereore turn down certain

business because o data jurisdic-

tions). The onus is on the data han-

dler typically the business looking

to virtualise or otherwise have its

inormation hosted to ensure this

is the case. The IT department will

now have to understand, or exam-

ple, the Patriot Act in the US, which

gives the Authorities carte blanche

on access to stored inormation

something which clashes directlywith the DPA.

WhERE DO yOU WORK?Workplaces are changing as a result

o all this and elsewhere we examine

how. In act we challenge the exist-

ence o a xed workplace any longer

(or what its worth this article youre

reading is being nished o in a hotel

lobby in Amsterdam but it doesnt

matter, on the Internet this is a work-

place or the moment!) but argue that

its being outmoded and replaced by

a workspace which has dierent

aspects to manage. Certainly the col-

leagues working in remote environ-

ments will need a whole dierent set

o skills rom their managers i they

are to remain productive.

Science is ull o stories o dis-

coveries happening in labs which

could have happened earlier but or

Your eedback is valued by us.

Please send in your opinions to

[email protected]

For inormation about partnering

with Raconteur Media please contact

Freddie Ossberg: +44 (0)20 7033 2100,

[email protected],

www.raconteurmedia.co.uk

The inormation contained in this

publication has been obtained rom

sources the proprietors believe to be

correct. However, no legal liability can

be accepted or any errors. No part o

this publication may be reproduced

withoutthe prior consent o the Publisher.

RACONTEUR MEDIA

Guy Clapperton

Guy Clapperton is a reelance journalist, broadcaster and

author, specialising in technology and small business issues.

He is a regular contributor to Raconteur reports and the

author oThis is Social Media and The Joy of Work.

John lamb

John Lamb is an editor and writer with broad knowledge

o the IT business, who has edited a number o leading UKtitles including Computer Weekly, InformationWeek, Sunday

Business ComputerAge, Information Economics Journal,

Butler Group Review, Datamation Europe and Ability.

Kevin townsend

Kevin Townsend is an Oxord University graduat

original ounder o ITsecurity.com. A technology

more than 25 year s across dozens o publications

author o several early computing books.

JessiCa twentyman

Jessica Twentyman is an experienced business and

journalist. Over the la st 15 years, she has been a regucontributor to some o the UKs most respected nat

newspapers and trade magazines, including theFin

theWall Street Journal, Director magazine andCom

CONTRIBUTORs

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Dominic Rodgers

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Guy Clapperton

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someone not knowing w

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been reduced but there

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new risks attached to th

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analysis o the develop

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colleagues need careul m

and they need to be in

the nature o the threat

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security education need

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and in this supplement

some o the changing na

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iT TransormaTion

I we look at security today there

is one conclusion we simply can-

not avoid: it is not working. Despite

the $20bn invested in IT security in

2010, the cost o cyber crime to the

UK economy alone is estimated to

be 27bn per annum according to

Detica igures. We need to under-stand what is going wrong in order

to reverse this. And to understand

that, we need to examine the evolv-

ing threat landscape.

It is tempting to blame the emer-

gence o the advanced persistent

threat (APT), a highly targeted,

sophisticated attack aimed at large

corporates. Hardly a week passes

without news o a new APT attack

on a household name: Google, Sony,

Nintendo, RSA, Mitsubishi. And it

is easy to support this idea with cur-

rent statistics. FireEye divides cur-

rent threats into two primary catego-

ries: wide and shallow, and narrow

but deep. The rst is the traditional

approach: a wide net is thrown to

catch as many targets as possible;

but the actual loss is relatively small.The second is the specically aimed

attack on an individual organisation

that goes deeper and steals more

the APT.

Its a description that is recognised

by Deticas Henry Harrison. O the

27bn annual loss to the UK econ-

omy, he comments, 17bn comes

rom thet o intellectual property

and espionage the typical narrow

but deep targets o APT attacks.

But while we must be aware o

the threat o APT, we should not

be diverted by it. The exploits and

methodologies used are not new.

Only the manner in which they are

combined; the targets at which they

are aimed; and, it has to be said, the

almost military intelligence and

precision with which they are con-

trolled, is new. (Its worth noting

that APT is a military term irst

coined by the US Air Force.)

ThREaT LandscaPE The move into the cloud and into othertransormational technologies hasnt eliminated any technological threatbut shited it.Kevin Townsend talks to some experts about the new risks

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iT Transorm

Successul security should stop

APT just as much as it should stop

common-or-garden malware. Con-

sider the banking trojan Zeus. World-

wide, RSAs security and raud expert

Uri Rivner said, there are some vemillion PCs inected with Zeus.

Clearly our security deences stop

neither wide and shallow nor nar-

row but deep attacks; and we need

to understand the reason.

One clue can be ound in Pricewa-

terhouseCoopers 2012 Global State

o Inormation Security Survey. A

clear majority o [9,600 CEOs, CFOs,

CIOs, CISOs, CSOs worldwide],

it states, are conident that their

organisations inormation secu-

rity activities are eective. This is

despite the unambiguous empirical

evidence to the contrary.

The problem is that we are stuck

in an old security paradigm when

the paradigm itsel is changing. We

grew up with our servers in the com-

puter room and our users in the samebuilding. The concept o security was

simple: we put a barrier around our

IT inrastructure to keep the bad

things on the outside and the good

things on the inside. Since the good

things were all in one building it was

conceptually simple. And since the

technology to achieve this barrier

is mature and eective rewalls,

anti-malware, intrusion prevention,

content lters and since we have all

installed this technology, we believe

we are secure.

It is a alse sense o security that

leaves us terribly exposed. Comput-

ing is no longer that simple. Cloud

computing means that our data

could be anywhere. Mobile comput-

ing means that our users could be

anywhere. Consumerisation means

that our access devices could be any-thing that has internet connectivity.

Where now can we eectively place

a barrier? Its not impossible, its just

dierent; and were not keeping pace.

But all o this pales into compara-

tive insigniicance in the ace o a

major new weakness: us. The rise o

social networking combined with

the consumerization o devices and

mobile computing means that we are

as like to socialise at work as we are

to work at home. There is no longer

even a virtual boundary between

work and home.

sEIsMIC shIfTThere has been a seismic shit in the

threat landscape, explains Rivner.

The criminals are no longer attack-

ing the IT inrastructure. They areattacking the users. It is social net-

working that provides the inor-

mation that allows the criminal to

bypass our security deences and

get into our networks via our users.

We have become nonchalant over

the amount o personal inormation

we eectively broadcast to all and

sundry: our likes, our dislikes, what

we do, what we want, where we are,

where were going...

Armed with this inormation and

basic social engineering skills it is

easy or the criminal to trick us into

doing something we shouldnt, like

going to a compromised website

or opening a poisoned attachment.

The malware itsel stays ahead o

us by rapid and automatic changes

designed to deeat, and is success-

ul at deeating, signature-baseddeences. FireEye points out that

90% o malicious executables and

malicious domains change in just a

ew hours, and that todays criminals

are almost 100% successul at break-

ing into our networks.

The criminal no longer seeks to nd

a way through our security deences;

social engineering has shown him away round them. The dierence with

APT is that the criminal will now try

to hide his presence and will take his

time to nd and steal what he wants.

Unless we change our approach, and

adapt our security to the changing

threat landscape, the cost o crime

will continue to escalate.

TACKlINg ThE ThREATAs things stand today, any company

targeted by APT or simple spear

phishing will almost certainly suc-

cumb. But it doesnt have to be that

way. There are things we can do.

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27EsTIMATED yEARlyCOsT Of CyBERCRIME TO ThE UKECONOMy

$20INvEsTED INIT sECURITyIN 2010

$17COMEs fROM ThEfTOf INTEllECTUAlpROpERTy ANDEspIONAgE

Know your enemy and knowyoursel and you can fght athousand battles without disas(From The Art o War, by General Sun Wu Tzu)

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Chie Security Architect E

RSA, The Security Divisio

INDUsTRy vIEW

Absolutely central to this is continu-

ous sta security awareness training

to deeat that initial social engineer-

ing. It would be best not to do this

yoursel use an expert to test both

your deences and your sta. First,

says David Hobson, Sales Director oGlobal Secure Systems, the security

practice o MTI, we test/audit your

security systems and bring them up

to speed. Then well test your sta

and bring them up to speed.

But thats not enough; security

awareness will not prevent all peo-

ple-hacking. This summer RSA and

TechAmerica hosted an Advanced

Persistent Threats Summit in Wash-

ington, D.C. One o the takeaways is

this: Organisations should plan and

act as though they have already been

breached, according to RSA. Statisti-

cally, you probably have. So i exist-

ing deences arent work

to basics and start aga

is not an end in itsel: i

mitigation aspect o ri

ment. Use risk manage

niques to understand wh

value. David Hobson usewith medieval castles. Y

crown jewels and keep th

in the best deended par

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One method o segre

networks is to coloca

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iT Transorm

authentication (palm readers) or

access to our data centres and to indi-

vidual client suites, cages or racks,

explains Brian Packer o provider BIS.

Theres a second implication

rom the APT Summit: i you are

already breached, it would be good

to know about it as soon as possible.

You need to shine a light inside yournetwork, to see what is happening,

to look out or anomalies and recog-

nise any intrusion beore any data

loss. There are several new and very

advanced security products that can

help you here rom companies like

Detica and FireEye.

vIRTUAlIsATIONRivner believes that virtualisation

can also help. A virtual desktop

inrastructure (vdi) could prevent

malware getting onto the desktop

and rom there to the server; and

it certainly makes patching and

upgrading the entire inrastruc-

ture an easy task. Bear in mind

that the Google Aurora hack would

not have succeeded i the target

were not still using an old and out-dated version o Internet Explorer.

Patch your sotware should be a

way o lie.

But virtualisation is only as good as

its implementation and your under-

standing o its components. An

APT or any other security threat,

explains Mike Atkins o Orange IS

Security Solutions, is likely to ocus

on the weaknesses that can be ound

in the target systems and processes,

and then seek to leverage 0-hour

exploits. The key to protecting a vir-

tualised environment is to similarly

ocus on the weaknesses o the sys-tem and then mitigate as ully as pos-

sible any attackers ability to leverage

those weaknesses.

There is, however, one weakness

in all o these approaches. Neces-

sary and good though they be, they

eectively use the same old secu-

rity paradigm: wait or, recognise

and respond to an attack. And that

might be too late. In this new secu-

rity paradigm we need to accept that

our attackers are more sophisticated,

better resourced and organized, and

more patient and persistent than

are we. We need, says RSAs Uri

Rivner, global inormation shar-

ing. It will be difcult, coping with

the dierent privacy requirements

in multiple jurisdictions, but it can

be done. The banks are already doingit. When we all do it, we will h ave the

necessary intelligence to cope with

todays evolving threat landscape.

CONTINUED fROM pAgE 05

Security Threats and the Cloud an industry overview

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David Hobson

Director

Global Secure Systems

the security practice o MTI

INDUsTRy vIEW

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A DEfINITION Of ADvANCED pERsIsTENT ThREAT

OvERAll INfORMATIONsECURITy sTRATEgy

EsTABlIshED sECURITy BAsElINEfOR pARTNERs / CUsTOMERs / vENDORs

CENTRAlIsED sECURITy INfORMATIONMANAgEMENT pROCEss

EsTABlIsh sTANDARDs / pROCEDUREDfOR INfRAsTRUCTURE DEplOyMENT

IDENTITyMANAgEMENT sTRATEgy

BUsINEss CONTINUITy /DIsAsTER RECOvERy plANs

pORTABlE DEvICE sECURITysTANDARDs / pROCEDUREs

AUThENTICATION BAsED ONUsER RIsK ClAssIfICATION

WIRElEss sECURITysTANDARDs / pROCEDUREs

EMplOyEE sECURITyAWARENEss TRAININg pROgRAM

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MOBIlE DEvICEsECURITy sTRATEgy

sOCIAl MEDIAsECURITy sTRATEgy

sECURITy sTRATEgy fOR EMplOyEEUsE Of pERsONAl DEvICEs

NONE Of ThE ABOvE

0 5 10 15 20 25 30 35 40 45 50 55 60 65 70

OUR CURRENT sECURITy sTANCE- AND ITs jUsT NOT WORKINg

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iT TransormaTion

The volume o data generated byincreasingly powerul enterprise sys-

tems and by a lood o emails, text

messages and online transactions

is increasing at an exponential rate,

now companies are looking to turn

the inormation locked up in it to

their advantage.

Some bigger organisations can

boast o holding as much as 200,000

gigabytes per employee, enough to

hold 30,000 hours o high deini-

tion TV recording, but even smaller

enterprises are racking up data about

their businesses at a rate o knots.

Technology is one driver or the

extraordinary growth o data,increased regulation is another. In

many industries a thicket o regu-

lation has grown up in recent years

requiring organisations to collect

data and hold it or long periods.

Oten there are rules about how

inormation should be presented

and how quickly it must be made

available. In some markets, such as

pharmaceuticals, participants are

obliged to invest in complex systems

or tracking, recalling and proving

the provenance o products.

Businesses are burdened by data.

They view it as something theyre

obliged to maintain, rather thanas a strategic asset, argues Chris

Downs, ounder o levelbusiness.

com, an online company inorma-

tion service. You need to under-

stand whos using the data and how

to unlock its value. Data isnt just

there or compliance purposes; you

need to be more imaginative with it.

Increasing numbers o companies

are doing just that; mining the bur-

ied nuggets contained in the growing

spoil heaps o data. Indeed, the abil-

ity to analyse and act on so-called big

data, gathered in the course o busi-

ness will be a key competitive edge or

InfORmaTIOn aLchEmyBusinesses o anysubstantial size will have pockets o inorm

all over the place, doing nothing. John Lamb l

at ways o turning these neglected bits and into unhidden gems

informaTion alchemy:Trivia inTo gold

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sc: TDWI Research

TypEs Of DATACOMpANIEs ARECOllECTINg AsBIg DATA

92%sTRUCTURED DATA(TABlEs, RECORDs)

54%

sEMI sTRUCTUREDDATA (XMl ANDsIMIlAR sTANDARDs)

54%

COMplEX DATA(hIERARChICAl ORlEgACy sOURCEs)

45%EvENT DATA (MEssAgEs,UsUAlly IN REAl TIME)

34%sOCIAl MEDIA DATA(BlOgs, TWEETs,sOCIAl NETWORKs)

28%MAChINE-gENERATED DAT(sENsORs, RfID, DEvICEs)

6%

5%

sCIENTIfIC DATA(AsTRONOMy,gENOMEs, physICs)

OThER

31%

WEB lOgs ANDClICKsTREAMs

29%spATIAl DATA (lONg/lAT COORDINATEs,gps OUTpUT)

35%UNsTRUCTURED DATA(hUMAN lANgUAgE,AUDIO, vIDEO)


9/20


iT Transorm

companies in the uture, according to

a report called Big data: The next ron-

tier or innovation, competition, and

productivity by management consul-

tancy McKinsey & Company.

Big data is already being applied to

give companies an edge. For exam-

ple, network surveillance in the tel-

ecommunications industry to enable

mobile phone companies to record

when and where a call was made, web

analytics in e-commerce, smart grid

management in the energy sector, or

the detection o credit card raud in

the nancial world.

UNlOCK yOUR DATAHow can businesses unlock hidden

value rom their data? First, by mak-

ing it more transparent; or instance,inormation about the whereabouts

o goods gleaned rom tracking tech-

nology such as barcodes and other

sensors shared among companies in

a supply chain can speed the ow o

goods and ensure they are directed

to the place they are needed at the

right time.

Similarly, in manuacturing, inte-

grating data rom R&D, engineering

and production lines to enable con-

current engineering can signicantly

cut the time to get products to mar-

ket and improve quality.

As organisations create and store

more transactional data in digital

orm, they can collect more detailed

perormance inormation on every-

thing rom how much product is in

stock to how many sick days employ-ees take and use the knowledge to

make continuous improvements.

Leading companies are using data

collection and analysis to conduct

controlled experiments aimed at

improving their management deci-

sions; others are using data to take

better business decisions on the y.

Analysis o data garnered by track-

ing the buying patterns o custom-

ers allows businesses to get a better

understanding o who and where

customers and prospects are, ensur-

ing better-quality sales leads and

longer-term customer relationships.

Companies can identiy customers

more precisely and develop tailored

products or services or them.

Tescos use o loyalty card data to

send customers oers based on theirprevious purchases is a classic exam-

ple o how seemingly anonymous

sales data can be used to personalise

the buying process.

Sophisticated analytics can also

be used to boost decision making.

At one end o the spectrum this may

involve applying parallel processors

to crunch the huge quantities o data

to decide where to prospect or oil or

which drug looks most promising, on

the other hand analytic tools can be

applied to quite mundane problems.

Some local councils, or example,

are applying analytic techniques to

inormation gathered rom dustbin

lorries about which residents are not

recycling their waste properly. The

inormation is being used to mount

campaigns to persuade them to be

greener citizens.

Finally, big data can be used to

improve the development o the next

generation o products and services.

For instance, manuacturers are

using eed-back obtained rom sen-

sors embedded in products to create

new ater-sales service oerings such

as preventative maintenance.

Governments too are bent on using

big data to reorm and cut the cost o

public services. In the UK, the Coali-

tion has oated the idea o a Public

Data Corporation intended to open

up opportunities or developers,businesses and members o the pub-

lic to generate social and economic

growth through the use o data.

The UK Government says it is

determined to have the most ambi-

tious open data agenda o any gov-

ernment in the world. The Public

Data Corporation will, or the rst

time, bring together government

bodies and data and provide more

reely available data at the point o

use, announced Business Minister

Edward Davey.

In the developed economies o

Europe, government administra-

tors could save more than 87bn in

operational efciency improvements

alone by exploiting big data, claims

McKinsey & Company. Extra sav-

ings could come rom using big datato reduce raud and errors and boost

the collection o tax revenues.

fOR All sIzEsAlthough big data dened as inor-

mation that is too much to be ana-

lysed in a conventional database - is

generally amassed by larger organisa-

tions, all sizes o organisation can ben-

et rom the intelligent use o data.

Five or ten years ago, a company

with a data warehouse that was used

to make quarterly planning decisions

was considered a data driven enter-

prise, says Matt Scarbrough, Head

o Service Delivery, search sotware

company Coppereye Labs. Today,

that level o solution is nothing more

than a good starting point.

Business intelligence applicationsare also no longer the exclusive ter-

ritory o big companies, but are also

present in smaller rms without the

big budgets or inormation technol-

ogy sta required to run multi-tera-

byte database implementations.

Not surprisingly, providing the

tools to manage and make sense

o business data is itsel big busi-

ness. Suppliers have developed a

rat o new online analytical prod-

ucts and added analytical eatures

to existing systems to enable

organisations to mine their data

more productively.

There are an increasing number

o tools aimed at tackling untapped

data coming rom sensors, devices,

third parties, web applications, and

social media, oten arriving in real

time. Big data is not just about high

data volumes; it also includes many

dierent types o data.

The variety o data creates its own

difculties. The biggest problem is

not simply the sheer volume o data,

but the act that the type o data com-

panies must deal with is changing,

says Clive Longbottom o advisory

rm Quocirca.

BlOBWhen it was rows and columns

o gures held in a standard data-

base, lie was relatively simple. It

all came down to the speed o the

database and the hardware it wasrunning on.

Now, more and more binary large

objects (BLOBs) are appearing in

databases, which require a dierent

approach to identiying and report-

ing on what the content actually is

and in identiying patterns and mak-

ing sense out o what this means to

the user.

As eorts to come to grips with big

data begin to move out o the science

lab and into company data centres,

another problem is looming: a lack

o people with the right skills. Peo-

ple with the know-how to exploit big

data will be in short supply or some

time to come.

Nonetheless 38% o organisa-

tions surveyed by TDWI Research

reported that they were already prac-ticing advanced analytics, whereas

85% said they would be practicing

it within three years.

Over hal o the organisations are

contemplating platorm replace-

ments to get a platorm that perorms

well, handles diverse big data or satis-

es modern requirements or ease-o-

use or sel-service, notes Philip Rus-

som, a director o TDWI Research.

While exploiting data eectively

may be the modern day equivalent o

the alchemists dream o turning base

metal into gold, it also carries risks.

The increasing incidence o cyber

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INDUsTRy vIEW: comPUTacenTer

Computacenters Datacenter Solutions Dir

Neill Burton, outlines how making the righ

technology investments now can help incr

utilisation and decrease costs

Whats in store or storage?

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Neill Burton

Director

Computacenter

Datacenter Solutions

crime means that corporate data is

more than ever under threat rom

hackers bent on industrial espionage,

sabotage or raud.

Greater use o mobile devices and

social networking are major actors in

a rising tide o cyber crime, according

to security sotware company Norton.

Malware and viruses remain the com-

monest type o activity, ollowed by

online scams and phishing messages.

There are now over 280m dierent

varieties o malware in circulation, a

rise o nearly 20% in one year, says

Norton. Cyber crime cost the UK an

estimated 27bn last y

ing to the Governmen

Cyber Security.

Companies looking

big data will need to se

selves against these thr

are to exploit the hug

o detailed inormatio

already capturing.

It will be worth the e

insey & Company is righ

set to become a key ba

petition, underpinning

o productivity growth,

and consumer surplus


10/20


iT TransormaTion

Cloud computing has been heavily

hyped as a way or organisations to

ditch their own IT systems and move

to a cheaper style o computing over

the web or on a virtualised system in

house, but there is now a hot debate

about how ar and how ast it is possi-

ble to move to the public cloud.

Many organisations are resolv-

ing the question by creating hybrid

clouds that combine public and pri-vate services; sorting applications

into those that can be entrusted to

the public cloud and those that must

be kept securely in-house.

The hybrid cloud is a combina-

tion o dierent technology and ser-

vice elements that allow you to shop

around, says Neil Thomas, Cloud

Product Manager at Cable&Wireless

Worldwide. We are moving into a

situation where applications are just a

workload that can be moved rom one

cloud service to another, whereverthey are, in a private or public cloud.

There are good reasons why organi-

sations should keep applications in

house using their private cloud. First

they may have may have made big

investments in their existing tech-

nology inrastructure or be commit-

ted to long term service contracts.

They may also have security con-

cerns or be bound by regulations

that prevent them rom using a third

party cloud provider.

One o the key challenges or cor-porate IT departments, in act, lies

in making the right decisions about

what to hold onto and what to let go,

writes Nicholas Carr in his book, The

Big Switch.

There is little doubt that the

number o companies choosing to

commit their inormation and IT

resources to third party cloud pro-

viders is growing: cloud adoption is

set to double in Europe and North

America over the next two years,

reports the Forrester advisory com-pany in a recent report calledBuild-

ing a Roadmap to Cloud Computing.

hyBRId cLOud As cloud computing grows in importance peopleare looking at whether they should go or a private or publicinrastructure John Lamb asks whether it has to be one or the other

hyBriD cloUD:poles aparT?

An evolving landscape

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for more inormation eae

iit www.cw.com/coud

Dominic Jones

Director

Products & Marketing

Cable&Wireless Worldwide

INDUsTRy vIEW: Cable & wireless

BEgINNINgsInitially, cloud computi

as a replacement or both

ture, such as servers an

as well as basic sotware

The prospect o moving

o in-house computer

has appealed to smaller

that lack IT expertise o

to invest in expensive sy

For this reason much est in cloud computing h

around individual desk

tions; typically bookke

tomer relationship ma

collaboration, online st

orce automation and so

The cloud service

monly used by small a

sized enterprises is s

remotely rather than

drives, according to a s

missioned earlier this ye

alisation supplier VMw

o public cloud applica

as Google Docs, are ne

productivity, solution

to make ofce work mo

Larger organisations

use these application

strapped IT departmenas a way o reducing t

overheads by moving t

you go model which al

loads to expand and co

demand and reduces cap

iture on IT.

However, many org

remain concerned about

ity and security o cloud

vices and they are loath t

sion critical services to

suppliers. For smalle

tions, products such as G

are very useul, but or

they dont provide a on

JET


11/20

TWITTER.COM/RACONTEURMEDIA

iT Transorm

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b tt t t

ud u

ppt u

B pt t

cio t t

t i iT u bu

uppt u bu

t t t

d t dd t t

d t

ptt - .

Steve Hughes

Principal Cloud SpecialisColt

INDUsTRy vIEW: Colt

Concerns over wholesale move

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Mark Newton

Regional Director

UK and Ireland

VMware

INDUsTRy vIEW: VMware

tion because o integration issues or

security concerns, explains Thomas.

Another issue that worries IT man-

agers is the ability to comply with

regulations such as the Data Pro-

tection Act or the banking indus-

trys Basel II rules that may require

data to be stored in particular places

and available within particular time-

scales. It is difcult to satisy those

requirements when data is held by

a third party and could be physicallystored anywhere.

fIT TO BURsTFor many organisations the pros-

pect o putting their mission crit-

ical applications in the hands o a

third party provider is a step too

ar, acknowledges Forrester. Cloud

computing is seen more o a comple-

ment to traditional IT and less o a

replacement.

Proponents preer to see the move

to cloud computing as a journey that

begins with an organisations sys-

tems working in separate physical

silos. They prevent applications rom

being shared and keep a lot o pro-

cessing power idle much o the time.

The rst step or organisations is to

virtualise their server estate, so that

the server hardware can be used at

higher levels o utilisation, applica-

tions can more easily be transerred

between hosts and also deployed

more quickly and easily. It is a pro-

cess that is well advanced in the UK

public sector where up to a th o

the services run by the UKs 2,000

public bodies are virtualised already.

Among local authorities the propor-

tion runs as high as 40%.Virtual systems are a key element

in using clouds o either sort since

they allow applications to run inde-

pendently o hardware and to be

scaled up and down to handle peaks

and troughs o demand. The irst

step is virtualisation; it underpins

all cloud applications, observes

Thomas. It increases the mobility

o your workload and allows you to

move your computer services to the

best place.

Managing virtual environments

requires users to set rules or poli-

cies about the priorities that a sys-

tem should ollow how it allocates

resources according to demand.

Once an organisation has got used

to this quicker, policy driven way o

working with virtual systems, says

Forrester, it can move to a private

cloud: a cloud run either by a third

party or in-house or the use o a sin-

gle organisation. Some commenta-

tors believe that by virtualising part

or all o your server inrastructure

you have eectively created your

own private cloud.

Some organisations are now com-

bining public and private clouds to

create a hybrid using a technique

called cloud bursting: a way o load-

ing up a private cloud with critical

applications and moving some o the

processing to the public cloud when

demand is excessive. Cloud bursting

ensures that a private cloud is always

used to ull capacity.(Whether you adopt a hybrid

cloud) comes down to the question

o do you really want to write new

applications. Many say IT is not

close to my business; others live on

the web, says Steve Hughes, Prin-

cipal Cloud Specialist at Colt. We

work with inancial services and

media companies that are looking

at time to market rather than cost.

Most o these companies have a

oot in both camps. They use cloud

services or version control, pro-

totyping and proo o concept and

internal cloud services or com-

puter intensive applications.

For cloud bursting to work suc-

cessully, applications must rst be

categorised into highly sensitive

ones such as back oice processesand inancial bookings that must

remain in-house; semi-critical work-

loads, or example those involved

with order management, that can

be passed to a trusted public cloud

provider; and non-sensitive appli-

cations that can be handled by any

public cloud provider.

No doubt there will continue to be

a shit to the public cloud, with the

hybrid cloud model assisting with

this transition. A lot o businesses are

apprehensive about pushing busi-

ness critical or sensitive inorma-

tion into the cloud. Though or many

businesses a hybrid cloud model

oers the benets o both worlds/

clouds, providing them with asso-

ciated exibility and cost savings,

says Simon Seagrave, a vSpecialistat EMC.

The Isle o Man appears to have

had little problem with its decision to

move to the cloud. The Government

o the island has just transerred its

entire public services IT inrastruc-

ture - running over 1,000 critical gov-

ernment applications such as email,

nancial accounting, customer rela-

tionship management and health

services - onto a hybrid cloud service

in a move expected to cut operating

costs by 15%.

Implemented over ive months,

the new public service inrastruc-

ture has increased data availability

and system perormance by a actor

o eight, according the Isle o Man,

while reducing operating costs by

15%. Storage utilisation has risen

by 40 per cent using the same

amount o hardware as beore and

the capacity o the Governments

storage area network has tripled.

The Isle o Man bought an EMC

VPLEX virtual storage platorm

with EMC Unied Storage. VPLEX

analyses system usage patterns and

automatically moves applications

that are in-demand to ash drives orincreased availability. Demand or

the Isle o Man Governments pub-

lic service inrastructure varies due

to actors such as seasonal tourism,

shit work in government ofces and

annual events such as the islands TT

motorcycle race.

By virtualising our entire server

platorm and all service applications,

the Isle o Man Government has sig-

nicantly increased service levels as

well as data exibility and availability,

said Peter Clarke, Chie Technology

Ofcer at the Isle o Man Government.

Nonetheless, the move to the hybrid

cloud is likely to be a s

made all the more so b

commitments which ha

change, not to mention

and ears about securit

easy to turn on a dime. T

ast because lots o this is

long term contracts, say

Head o UK Public Servi

at VMware.

Managing what are in

lic clouds implemente

is a highly technical p

tools are vital to ma

niques such as cloud bulier this year, VMwar

ree sotware called vC

nector that is designed t

nesses transer virtual a

between private and pu

It is a real enabler or

that want to use the hyb

comments Seagrave.

For the moment, ew

have the expertise to m

challenging cloud applic

Forrester. There may b

to go beore appreciable

businesses are mixing th

a matter o routine.


12/20


13/20


iT Transorm

WORKInG TOGEThER Historically the CIO

would ask or budget and the CFO would reuse.More recently they are discovering that astrategic partnership makes both worlds bettero.Jessica Twentyman investigates

noT so DiviDeD ThecioandcFo

IMAgE pROBlEMThe image problem that IT depart-

ments ace is an issue that was also

highlighted in another recent sur-

vey o inance proessionals, this

time conducted by US-based man-

agement consultancy irm Oliver

Wyman. Less than hal o respond-

ents (47 per cent) said that they

viewed IT as strategic, while 28 per

cent said that the IT department

merely ullls what is asked o it.

To boost the IT departments pro-le, the CIO or IT director must lead

the charge, CIOs must acquire the

social and analytic skills share by their

peers at the C-level, says Muller.

They must also be able to speak in

terms that the boardroom under-

stands, adds Birley. To gain the

respect o the CFO and other sen-

ior decision-makers, the CIO must

take the time not only to under-

stand business drivers and busi-

ness inancials, but also to put

them into context in relation to

how IT can support the business,

he says. The CIO needs to be able

to talk the language o business.

With the CIO predominately pro-

ject-based in their outlook, and

the CFO value-based, he adds, a

key challenge rom both sides is

understanding the value in pro-

jects and how the right projects can

increase value.

One key strategy or the CIO to

interact with the CFO and senior

colleagues is to ask or their input

on the IT plans and ideas beore pre-

senting them or approval, he sug-gests. By including the eedback in

the nal presentation, they will gain

the respect o their colleagues and

are more likely to get backing or

those plans.

Costs are still a actor but are some-

times over-emphasised. That kind

o approach made sense 18 months

ago, but as competition heats up,

it doesnt seem like a ormula or

growth, writes Muller. As an old

boss used to say, you can never save

your way to greatness.

Instead, he suggests a new ormula:

one that balances innovation and

value created. For the ne

years, at least, the role o

be to navigate a practical

rom the old paradigm, w

every IT investment to

balanced by anticipated

move towards a new p

which IT investments a

by how much value they

EMCs ONeill says bot

evolved, and the best CI

CFOs are adapting. P

ing into the workplacecompletely dierent vie

my generation had, he

Y generation are used

demand being the new

its taken as read that a

are plug-and-play with a

being 24x7.

Provisioning that is

nesses are struggling w

CFOs and CIOs need t

doing the old school st

governance, process an

in a cost eective way b

bling the creativity tha

that new normal.

co d cio

u tt pt

t t. T

t t jt udtd

iT pt t

Per centage of It budget

exPected to be sPent on

cloud servIce In fIve years

030

50

70

90

35 %

30%

25%

20%

15%

10%

5%

0%

Per centage of It budget

currently sPent on cloud

servIces

030

50

70

50 %

45 %

40 %

35 %

30 %

25 %

20 %

15 %

10 %

5 %

0 %

20%40%60%

80%90%

% Of BUDgET

20%40% 60%80%

% Of BUDgET

For Peter Birley, ormer CIO at law

rms Eversheds and Browne Jacob-

son and now a reelance interim IT

director, the relationship between

the inance unction and the IT

department can be likened to a game

o American ootball.

The chie nancial ofcer [CFO]

generally has a deensive strategy to

ensure shareholder value, while the

CIO has an oensive strategy to usetechnology to gain an edge.

You have to ask: still? Steve ONeill,

Senior Business and Finance Opera-

tions Director or EMEA North at

EMC, believes this sort o conlict

should by now be history. The rela-

tionship has gone through a unda-

mental change over the last 5 years,

he says. CFOs and CIOs are now

a much more strategic part o an

organisation. Rather than being all

about costs, they need to understand

the strategy o their business and

how to drive growth with new go-

to-market initiatives. The big issue

now or them is to jointly understand

how IT can be an accelerator to busi-

ness growth.

Others reinorce this idea. CIOs

nding concordance with nancedepartments might even be a game-

changer in career terms, accord-

ing to Hunter Muller, management

consultant and author o the 2011

book, The Transormational CIO:

Leadership and Innovation Strate-

gies or IT Executives in a Rapidly

Changing World.

In todays hyper-competitive

economies, its simply not accepta-

ble or C-level executives in the same

organisation to be competitive [with

each other] they must strive to col-

laborate, he says. Poor or sub-par

relationships between the CIO and

the CFO cannot, and should not, be

tolerated by senior management.

Frankly, the relationship between

the CIO and the CFO is absolutely

critical to the overall success o theenterprise, he says.

EMCs ONeill believes it should

go even urther. The relationship

between CIO and CFO should be

completely aligned with a common

ocus on providing basic operational

support through to clear strate-

gic leadership to their businesses.

Whilst cost will always be a driver,

its not the be-all and end-all. They

should be jointly thinking about how

their processes and systems provide

oxygen to their organisations

through harnessing IT to provide

scalability and agility whilst reduc-

ing total cost o ownership in a green

and sustainable way.

In act the sort o radical change

technology enables is oten best seen

between the CIO and CFO, so there

can be a really transormational

strategy i they are working closely

together, he says.

But are technology leaders getting

the respect and air hearing that

they deserve? Recent research con-ducted by IT market research rm

Gartner, the Financial Executives

Research Foundation (FERF) and

Financial Executives International

(FEI) suggest not. In their survey

o 344 senior nancial executives,

these organisations ound that the

CFOs inuence over IT is growing.

In more than one-quarter o IT deci-

sions, the CFO is the person who

signs o investments, compared to

only 5 per cent o CIOs who have

the nal say.

And while one-third o IT depart-

ments report directly to their organi-

sations CEO, 42 per cent are answer-

able to the CFO. This high level o

reporting to the CFO, as well as their

inuence in technology investments

demonstrates the need or compa-nies to ensure that their CFO is

educated on technology, and under-

scores just how critical it is that the

CIO and CFO have a common under-

standing on how to leverage enter-

prise technology, says Gartner ana-

lyst John van Decker.

In turn, he adds, IT organisations

must understand the CFOs views

o technology investment decisions

and must work towards developing

a relationship with the CFO that

resembles a business partnership.

The ability o an IT department to

interpret its relative strengths and

weaknesses as opportunities or

improvement, he suggests, will be

a deciding actor in improving poor

perceptions o the IT unction and

developing a closer working relation-

ship with nance.


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iT Transorm

Occasionally there are disasters in a

business, or around it. For this article

Raconteur spoke to people who were

ust near the World Trade Centre onthat terrible 11 September; we spoke

to people who had been involved in

Hurricane Katrina and about how

they managed to keep going.

Probably nothing like that is ever

going to happen to your business but

dont relax just yet. We also spoke

to people whod been involved in

instances where a builder went

through a data cable outside their

premises, and the recovery and the

strategies to avoid this becoming a

crisis were similar. The headlines

were grabbed to a smaller extent

but the sense o a business acing a

potential crisis was just as real.

Naturally i youre likely to be

involved in a disaster then the best

time to start planning or it is well

beore it happens. Kelly Ferguson,EMCs director o marketing or the

backup and recovery systems divi-

sion, looks at the backup options

in the irst place. What we do is

encourage customers to use next

generation backup technologies or

disaster recovery readiness, she

says. What I mean by that is being

able to store a copy o everything

o site so whatever the cause o a

disaster you can recover rom the

alternative site.

The idea is to replace tape with

disk. Tape involves physically mov-

ing tapes to an external site or dis-

aster recovery, then in the event o

a problem returning the tape to the

ofce and loading it up again; there

are a lot o possible issues in this sce-nario, not least o which is damaging

tapes in transit or during storage.

What were doing is deduplication

rom a backup perspective so you

only move data thats changed. It

helps your disaster recovery because

youre sending only a raction o the

data over your bandwidth.

EMC clearly does more than this

and is very active in the cloud area

and virtualisation, but or people

who dont want to put everything in

the cloud next generation backup

technology is a good option to help

you prepare or a recovery in the case

o a disaster.

Jiro Okochi is CEO and co-ounder

o Reval, itsel a SaaS provider or

integrated enterprise treasury and

risk management but also a com-pany which was based very near the

World Trade Centre when the planes

hit and also a company operating

when Hurricane Irene hit, as well as

the New York blackout in the mid-

dle o the last decade. His company

was able to help customers through

with Revals core product, Asterisk.

Our clients were able to deault back

to an Asterisk-based recovery cen-

tre, he explains. This enabled cell-

phones as well as IT to continue or

a while. They were able to work in

a lights-down-but-not-out way, he

says. The trick is to ensure that all

o your data is religiously backed up

and that hosted applications work.

Closer to home, in London, the

same principles apply. Simon Baileyis head o IT at independent stock-

broking and banking service Numis

Securities, conrms that the com-

panys building behind the London

Stock Exchange is secure but that a

business continuity plan is vital. The

rst prong o this is to look into vir-

tualizing the ofce systems with sup-

plier Virtustream, and the second

is a parallel, mirrored ofce system

working on an osite data centre.

We have that replicating in near real

time rom our primary to our backup

site. So literally, i theres some sort

o major disaster, headline-grab-

bing or otherwise, as long as people

are still mobile they can walk to the

second site and continue work with

all o their networks and data

intact. And i all that ell apart wedo backups every night to a data cen-

tre we hope never to have to resort

to using those backups, we want to

rely on the real time replication.

Use o the backup oice has

become essential only one time

during Baileys time with the com-

pany. In our last rather more rudi-mentary oices we lost power or

about our hours, and we were just

on the verge o leaving the building

when the power came on. It was a

powerul reminder o how the belt-

and-braces approach can be totally

appropriate.

There are a ew things every com-

pany should be doing. Virtualising

and going into the cloud will pro-

tect against a lot o disasters, but as

EMCs Ferguson points out, that

doesnt reect where a lot o com-

panies are in their technology just

at the moment. This being the case,

the important thing to do is to check

on backups. Ideally replace disk with

tape or media reliability; use dedu-

plication that makes it cost eective

to replicate data to another location,and make sure testing is carried out

too many companies lose data and

business because they nd, too late,

that their backup media is aulty.

BacK TO BusInEss Earthquakes, terrorist attacks, cut cables all can lay a companysconnections to waste.Guy Clapperton looks at what can be done to stop a crisis becoming a drama

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iT Transorm

Workspace, not workplace: thats

the new mantra o orward-think-

ing companies where business lead-

ers know that its not where their

employees work, but how they work

that makes the dierence.

Whether they are in an airport

departure lounge, a conerence cen-

tre, a clients ofces or simply in the

study or spare bedroom o their own

home, a new breed o employee a

group sometimes reerred to as work-

shiters - is increasingly demandingaccess to corporate inormation rom

a huge variety o physical locations.

In act, say workshiters, exibil-

ity is key to their job satisaction.

In a recent survey o 3,100 mobile

workers at over 1,100 enterprises

worldwide, conducted by mobility

services provider iPass, almost two-

thirds (64 per cent) report improved

work/lie balance and more than hal

(51 per cent) say that they eel more

relaxed because o more lexible

working arrangements.

Those that arent oered ways to

work more lexibly will vote with

their eet, the survey suggests, with

one-third stating that they would

seek employment elsewhere.

To bosses, that may sound like

a threat but its an opportunity,

too. Study ater study suggests that

employees that work this way are not

only more satised in their jobs, but

more productive too.

At BT, or example, exible work-

ers are judged to be 20 per cent more

productive than their oice-based

colleagues. At American Express, tele-workers handle 26 per cent more calls

and produce 43 per cent more busi-

ness. Bosses at Dow Chemicals, mean-

while, have calculated that average

productivity has increased by around

33 per cent since the introduction o

its exible work programme.

In all these cases, contributing ac-

tors seem to be ewer interruptions

and more eective time manage-

ment, because better connectiv-

ity means less time is wasted while

sitting on a train, or example, or in

the odd ree hour between coner-

ence sessions.

WhO, WhAT, WhENAND Why?From an IT perspective, however,

much work is needed or a business

to tap into the potential boost in

productivity that the concept o the

modern workspace promises. Above

all, CIOs and their IT teams must

have the right technology strategy

in place to nurture and support the

virtual workorce, rather than pre-

sent hurdles that stand in the way

o them getting work done.The rst priority is deciding how to

develop the corporate IT inrastruc-

ture in line with the workshiting

trend, according to TJ Keitt, an ana-

lyst with market research company

Forrester Research.

I business leaders and their coun-

terparts in IT are to get in ront o

this trend, they have to understand

their mobile and remote work-

orce, he writes in a recent blog.

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ThE mOdERn WORKsPacE The space where you work is less likely tobe a single place than it used to be.Jessica Twentyman looks at some o thechanges taking place right now

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PauLJacKsOn/aL amy


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19/20


iT Transorm

For example, who is shiting

between oice and home? What

technology are they using to do so?

Do they believe that the company is

doing a good job o providing them

with the policies and technology to

work this way?

Its a dangerous business to makeany assumptions when seeking the

answers to these questions, accord-

ing to Lisa Hammond, CEO o end-

user computing specialist Centrix

Sotware. When you start out on

this kind o transormation, you

should always start with a true

understanding o users and their

work styles, not devices and appli-

cations, she says.

In order to help companies achieve

visibility into who uses what, when

and why, Centrix Sotware oers

an analytical tool that surveys all o

the various devices (or end-points)

that employees use in their day-to-

day work.

The results o such an exercise

oten come as a big surprise to cus-

tomers, says Hammond. For exam-ple, users may think that a corpo-

rate laptop is the optimum device

or them, but its increasingly likely

that their on-the-move productiv-

ity is based more on smartphones

and increasingly tablets. One Cen-

trix customer, she says, ound that

three-quarters o corporate laptops

were never used outside o its own

ofce premises.

Similarly, up to 50% o applica-

tions installed across an enterprise

desktop estate are never used at all,

she claims. These orgotten appli-

cations remain part o the desktop

inrastructure; time and money is

spent on supporting and maintain-

ing them; they add unnecessary com-

plexity to any desktop transorma-

tion project. Companies that know

exactly what they have installed and

how, when and where it is used are in

a better position to rationalise the

sotware portolio. In the process,

they recover budget that can subse-

quently be used to und their trans-ormation projects, she says.

yOUR vIRTUAl DEsKTOpHaving made a comprehensive

audit o employee needs, its time

to consider how appropriate levels

o access might be delivered to each

worker, regardless o their location

or the device that they are using.

Virtual desktop integration (VDI)

technology provides a solution, by

allocating each user a virtual desktop

running on a server in the corporate

data centre that can be launched,

viewed and used as easily by a sales

executive using a laptop in a coee

shop, or a marketing executive using

their smartphone at a conerence, as

it can be by an ofce-based end-user.

Because the virtual desktopremains in the data centre, VDI

oers the right blend o reedom or

the user and control or the IT team,

says Dave Wright, vice president o

technology services or EMEA at

VMware.

For some users, accessing sotware-

as-a-service (SaaS) and other web

apps is possible through a simple web

browser running on any device, says

Wright. For others, whats needed is

a highly personalised, ull desktop

experience capable o running across

sessions and devices and in a variety

o network conditions, he says.

Desktop virtualisation delivers that

but at the same time, keeps desktop

images, applications and sensitive

inormation on servers behind the

corporate rewall to eliminate the

risk o a security breach arising, or

example, rom the thet o a laptop.

Its one o the main drivers o d esk-

top virtualisation, a market that has

not yet achieved the same market

penetration or visibility as servervirtualisation, but which promises

to transorm that environment as it

has done the corporate server arm.

At analyst irm IDC, Ian Song

expects the desktop virtualisation

market to make signicant gains in

both revenues and total customer

count well into the second hal o

the decade.

Customers are intrigued by the

possibility o a better desktop man-

agement model and the operational

savings that desktop virtualisation

could deliver, he says. And one o the

most attractive use-cases, it seems,

will be keeping remote and mobile

workers productive, but at the same

time, compliant with their employers

rules on inormation governance.

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CONTINUED fROM pAgE 17

The moDern worksPace:ThE OUTCOME Is OBvIOUs, BUT

ThE jOURNEy Is ThE KEy.

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Neil Pemberton

Managing Director

BT iNet

INDUsTRy vIEW: BT neT

PauLJacKsOn/ aLamy


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