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Mr. White has fifteen years of experience designing and managing the
deployment of Systems Monitoring and Event Management software. Prior
to joining IBM, Mr. White held various positions including the leader of the
Monitoring and Event Management organization of a Fortune 100 company
and developing solutions as a consultant for a wide variety of organizations,
including the Mexican Secretaría de Hacienda y Crédito Público, Telmex,
Wal-Mart of Mexico, JP Morgan Chase, Nationwide Insurance and the US
Navy Facilities and Engineering Command.
Andrew White
Cloud and Smarter Infrastructure Solution Specialist
IBM Corporation
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Ground rules for this
session…
• If you can’t tell if I am trying to be funny…
–
GO AHEAD AND LAUGH!
• Feel free to text, tweet, yammer, or whatever.
Use
• If you have a question, no need to wait until
the end. Just interrupt me. Seriously… I
don’t mind.
5. I have a lot of experience leading
Systems and Event Management teams
My name is Andrew White
6. Strategy,
I am here today to share some of what I have learned about
Systems Thinking,
and Change.
8. HINT: “We provide infrastructure or applications the
business uses” is not a value proposition
9. If you can’t answer this question, how
can you be sure you are doing the
right things and doing them well…
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Why do we need a
strategy?
• Without a strategy, we fill our time with…
– … what we want, or
– … what we think the boss wants, or
– … by reacting.
• Without a strategy, time and resources are
easily wasted on piecemeal, disparate
activities.
“Are you sure you have a strategy?” Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4
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Outcomes
The Strategy Focused
Organization *
Roadmap
What actions are we taking?
Strategy
How will we achieve our vision?
Vision
What do we want to be?
Values
What do we believe?
Mission
Why do we exist?
* The Strategy Focused Organization, Robert Kaplan, David Norton, Harvard Business School Press, 2001
Happy
Shareholders
Delighted
Customers
Effective
Processes
Engaged
Employees
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What Is Strategy?
The combination of competitive moves and
business approaches that are chosen to help
the company reach specified goals
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What Isn’t a Strategy
• Strategy is not an action:
– “We are implementing release management”
– “We are deploying automation”
• Strategy is not an aspiration:
– “We are trying to be #1”
– “We are trying to provide 99.999% uptime”
• Strategy is not a vision:
– “We want to understand our customers and satisfy their needs”
– “We want to be a leading innovator”
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CIO’s turn to innovative technologies to
deliver better outcomes
Cloud & Optimized
Workloads
§ Agile provisioning
§ Elastic compute power
§ Scalable storage
resources
§ Intelligent services
Mobile
Enterprise
§ Hybrid mobile "
app development
§ Multi-channel integration
§ Device management
§ Workloads on the move
Security
Intelligence
§ People &
identity
§ Data &
information
§ Application
security
§ Security
analytics
Big Data Analytics
§ Analyze an enormous variety of information sources
§ Real-time insights & actions on streaming data
IBM
CIO
Study
(2012)
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Operational Effectiveness
Is Not Strategy
Operational effectiveness is about doing things better
than competitors, strategic is about doing things
differently from competitors. Operational effectiveness is
necessary to compete but not sufficient to win.
“What is Strategy,” Michael Porter, Harvard Business Review, November 1996, Reprint # 96608
18. It isn’t a strategy if you aren’t
forcing decisions to be made.
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Five Dimensions of Strategy
• a consciously and purposefully developed plan;
• a ploy to outmaneuver a competitor;
• a pattern in a stream of actions, whether
intended or not;
• a position defined either with respect to a
competitor, in the context of a number of
competitors, or with respect to markets; and as
• a perspective, i.e. a certain mindset of how to
perceive the world.
Mintzberg, H. (1987). "The Strategy Concept I: Five Ps For Strategy." California Management Review 30(1) Fall: 11-24.
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Sustainable Competitive Advantage
• Unique competitive position for the company
• Activities tailored to strategy
• Clear trade-offs and choices vis-à-vis
competitors
• Competitive advantage arises from fit
across activities
• Sustainability comes from the activity system,
not the parts
• Operational effectiveness a given
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Striking a Balance
“Strategy:
Process,
Content,
Context”
3rd
ediDon
De
Wit
&
Meyer
Thomson
Learning
2004
Strategic Thinking
Logic vs Creativity
Strategy Formation
Strategic Change
Deliberateness vs Emergence
Revolution vs Evolution
Business Level Strategy
Markets vs Resources
Corporate Level Strategy
Network Level Strategy
Responsiveness vs Synergy
Competition vs Cooperation
Industry Context
Compliance vs Choice
Organizational Context
International Context
Control vs Chaos
Globalization vs Localization
Organizational Purpose
Profitability vs Responsibility
Purpose
Strategy
Context
Strategy
Content
Strategy
Process
25. The rationality of individuals is
limited by the information they
have. This causes “The
Tragedy of the Commons.”
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What Is a System?
It is a set of interconnected actors that change
over time when they are influenced by other
elements of the system.
Actor
Actor
Actor
Actor
Actor
Actor
Actor
Actor
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Organizations as a System
Board of
Directors
CEO
Marketing
Sales
Product
Development
Customer
Support
Legal
M&A
General
Counsel
Intellectual
Property
HR
Employee
Relations
Training
Benefits
Operations
Purchasing
Supply Chain
Facilities
Delivery
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System to Sub-System
Board of
Directors
CEO
Marketing
Sales
Product
Development
Customer
Support
Legal
M&A
General
Counsel
Intellectual
Property
HR
Employee
Relations
Training
Benefits
Operations
Purchasing
Supply Chain
Facilities
Buildings
Grounds
Gardens
Lawns
Snow
Removal
Delivery
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Finding Connections
Board of
Directors
CEO
Marketing
Sales
Product
Development
Customer
Support
Legal
M&A
General
Counsel
Intellectual
Property
HR
Employee
Relations
Training
Benefits
Operations
Purchasing
Supply Chain
Facilities
Buildings
Grounds
Gardens
Lawns
Snow
Removal
Delivery
How do we establish the
relationship between the
system and the process?
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IDEO Problem Solving
Process
Time
Abstract
Observable
Solutions
[Actions]
Problems
[Goals]
Insights
[Objectives]
Framework
[Strategies]
Principles
[Tactics]
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Key Concepts to
Understand
• Objective: a desired outcome. The terms Strategy and
Objective are not interchangeable. An objective
defines the results that supporting strategies must
achieve.
• Strategy: a method for achieving an objective. Each
objective has a "necessary and sufficient set" of
strategies (roughly 2-8) which define it; each strategy
aims to achieve a single objective.
• Tactic: how the strategy is implemented. Each
strategy has a group of tactics (usually 2-8) to define
how the strategy will be implemented and when. Each
tactic has a single strategy it aims to accomplish.
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How a Plan Comes
Together
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
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How a Plan Comes
Together
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
This is the basis for a
project work-
breakdown-structure
Decisions are
made here
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Let’s Use Me As An
Example
Actions
Leverage
My
Network
Inside
Sales
Leads
CRM
Find New
Clients
Strategy
Grow
Existing
Clients
Sell $XX
By 1H2013
Actions
Actions
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How Objectives Cascade
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
CEO
VP of Operations
Director of Facilities
Delegated Down
Delegated Down
Reported Up
Reported Up
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Bridging the Gap
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
CEO
VP of Operations
Director of Facilities
Delegated Down
Delegated Down
Reported Up
Reported Up
Understanding these shared
components help you begin a
new conversation in context
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No Visibility
Bridging the Gap
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
CEO
VP of Operations
Director of Facilities
These relationships help you
conduct a conversation that is
meaningful to the person with
whom you are working.
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No Visibility
No Visibility
No Visibility
The need for context
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
CEO
CIO
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
VP of IT Ops
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
Dir. Of ITSM
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
ITSM Manager
Actions
Tactic
Tactic
Tactic
Strategy
Strategy
Strategy
Objective
Actions
Actions
Process Owner
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Why strategies fail…
1. allowing too much complacency
2. failing to create a sufficiently powerful guiding coalition
3. underestimating the power of vision
4. under communicating the vision
5. permitting obstacles to block the new vision
6. failing to create shot term wins
7. declaring victory too soon
8. neglecting to anchor changes firmly in the corporate culture
Leading Change, John Kotter, Harvard Business School Press, 2012
42. As we have become more
aware that things are always
happening, our behavior has
changed.
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screen%20shot%202013-04-23%20at%201.09.49%20pm.png
April 23, 2013
The Twitter account for the
Associated Press was hacked
The hackers posted a fake
notice that the White House
was attacked and President
Obama was injured
The Dow dropped 150 points
in less than 5 minutes
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Systems are Volatile
This change makes it difficult to control the
behavior of the system. The good news is that
systems are perfect. They always deliver the
optimum result given a specific stimuli.
49. A failure is not always a mistake, it
may simply be the best one can do
under the circumstances.
-- B.F. Skinner, American
Psychologist & Professor, Harvard
University
50. Uh oh. Two independent thought
alarms in one day. The students are
over-stimulated. Willie! Remove all the
colored chalk from the classrooms.
--B.F. Skinner, Principal, Springfield
Elementary School
51. You can't judge my choices without
understanding my reasons.
-Unknown
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Two Important Properties
• The causal effect between two actors will
always impact the entire system
• Correlation != Causation
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How Fire Works
Time
Oxygen
Heat
Fuel
Fire
MatchStrike
Action
Conditions
Fire
Oxygen
Heat
Fuel
Match
Strike
-AND-
• Actions are momentary and act as a
catalyst to bring about change
• Conditions are stable and exist over
time
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A Real World Example
Customers
Complaining
Web Server returning
500 errors
The application
server was timing
out
SQL Server was not
processing queries
Transaction log was
unable to grow
T: Drive at 0 Bytes
free
Logs were not
truncated
DBA on honeymoon
vacation in Fiji
Logs are truncated
manually
Company has only 1
DBA
“Backup” DBA was
not aware the logs
require truncation
Space allocations
are fixed
Lack of Control
Only one database
cluster in use
DR SQL Cluster
DR Cluster being
used for UAT testing
More Information
Needed
One one application
server exists
More Information
Needed
Trying to do business
on the website
Desired Condition
-AND-
-AND-
-AND-
-AND-
-AND-
-AND-
-AND-
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Feedback Loops
Unfortunately feedback has taken on both positive and negative
indications. In reality, positive feedback is not “praise” and
negative feedback is not “criticism.” Positive feedback
reinforces while negative feedback balances.
Profits
Productivity
Cost Cutting
Reinforcing
Balancing
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Why This is Important
Understanding feedback loops helps us to
overcome complacency, drive bystander
accountability, weed out mediocrity and get
beyond the status quo.
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Do Your Project Go Like This?
Select the
Solution
Run POC
… ?!??
Document
Lessons
Learned
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The Agile Value
Proposition
Availability
Change
Frequency
Change
Size
Change
Capability Change
Risk
(-)
(+)
(+)
(-) (-)
Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
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Customer Satisfaction
Availability
Change
Frequency
Change
Size
Change
Capability Change
Risk
(-)
(+)
(+)
(-) (-)
Business
Value
Business
Demand
Change
Backlog (+)
(+)
(+)
(+)
(-)
(+)
Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
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Be Careful of Good
Intentions
Availability
Change
Frequency
Change
Size
Change
Capability Change
Risk
(-)
(+)
(+)
(-) (-)
Business
Value
Business
Demand
Change
Backlog (+)
(+)
(+)
(+)
(-)
(+)
Change
Process
Release
Process
(+)
(+)
(-)
(+)
(+)
Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
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THE CRISIS OF
CAPACITY
• Humans are NOT Computers!
– Continuously, at high speeds, for long periods of
time, running multiple programs at the same time.
Source:
Tony
Schwartz
(The
Energy
Project,
www.theenergyproject.com)
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Our typical approach towards service
improvement is a bit like attempting to
put the toothpaste back in the tube
“Some problems are so complex that
you have to be highly intelligent and
well informed just to be undecided
about them.”
- Laurence J. Peter
Control Is An Illusion
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But we seemed to be
struggling to deliver
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We all have the same goal in common…
66. We need to celebrate the cultural
differences between Dev and Ops
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The ties that bind; the
things that tear us apart
• Development
• Budget Counts as CAPEX
• Incented for delivering capability
• Identifies with “the Business”
• Organized in multi-functional
teams
• Process focused on CMMI
• Obsessed with objects,
algorithms and UI design
• Operations
• Budget Counts as OPEX
• Incented for delivering stability
• Identifies with “the environment”
• Organized in technology
specific silos
• Process focused on ITIL
• Obsessed with protocols,
scalability and currency
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We have to be a team
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We need to rewrite the book
on how we communicate
with each other.
Just because we all breathe
air, work in IT, and speak
English does not guarantee
we are communicating.
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IT’s Big Challenge
Agenda
Setting
External
Assessment
Internal
Assessment
Option
Generation
Option
Selection
Action Taking
Performance
Control
Mission
Setting
Identifying
Diagnosing
Realizing
Conceiving
Here is where
IT is considered
IT is consulted
Here is where
IT is evaluated
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Our understanding of
your goals
§ Gaining visibility into and control of
an increasingly complex operating
environment in order to prevent
frequent and prolonged outages
§ Evolving from fault monitoring to a
holistic approach to managing
application performance
§ Increased focus on cloud makes
problem isolation and resolution
more complex.
PROACTIVE OPERATIONS
§ Optimizing the performance of
business processes to boost
productivity
§ Providing cost transparency to track,
analyze, and manage resources and
control the costs associated with
highly-virtualized and cloud
environments
§ Improving software asset
management to prevent over-
spending and under-licensing
CONTROL COST
§ Leveraging automation to facilitate
rapid growth and reduce the cost of
service delivery
§ Maintaining OS and application
patch levels across all images (active
or dormant) to protect the enterprise
and enable compliance
§ Automating application releases to
optimize service delivery and align
the Development and Operations
teams thereby increasing innovation,
reducing costs, and accelerating
time to value
ELIMINATE HUMAN FACTORS
Constant change is disruptive to an IT organization. We have experienced that many of our
clients use this as an opportunity to re-evaluate the way they operate their environments and
the tools they leverage to deliver a quality service.
We have identified three key goals driving the adoption of the cloud:
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Reduce human errors
• Physical Server Build – Single Server- e.g. Deploy
OS, Install Mozilla Firefox 18.0 followed by an
upgrade to 18.0.2; Deploy middleware and
application stacks
• Virtual Server Build – Provision a VM from ISO or
Template and deploy software
• Server Patch (Client-Server scenario) - Shut down
client services, stop server, apply patch to server,
restart server, start client services
• Sequenced OS Patching – Across different
environments (across systems that form a service,
e.g. email)
• Patch Rollout – Patch machines 1-10, then 11-50,
then 51-1000 (patch Development, then patch Test,
then patch Production Environment)
Task sequencing
Update 90,000 servers in days with
70% less infrastructure than
currently using. Patch the OS of a
client-server system in 1 hour or
build a 2 tier application in hours.
Take endpoint automation to the next level:
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Reduce costs & improve
operational efficiency
• Leverage “Out of the Box” IEM fixlets, Tasks
and baselines in an Automation Plan across
groups of related servers
• No programming skill required - Simple UI to
build automation
• Higher levels of automation - All plans can be
created, saved, and re-used
• Conditional logic for each step in a plan
(initially success/failure)
• View execution of plans - Completed and
running with drilldown
Database
Server
Applica3on
Server
1.
2.
3.
Client
Worksta3ons
1. Upgrade the DB server
2. If successful, upgrade the App server
3. If 1& 2 are successful upgrade the Client
workstations
4. If any Failures occur, stop further updates
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Be Careful of Good
Intentions
Availability
Change
Frequency
Change
Size
Change
Capability Change
Risk
(-)
(+)
(+)
(-) (-)
Business
Value
Business
Demand
Change
Backlog (+)
(+)
(+)
(+)
(-)
(+)
Change
Process
Release
Process
(+)
(+)
(-)
(+)
(+)
Change
Automation
Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
(+) (-)(-)
78. Organizations don’t fail
because they take the
wrong path, they fail
because they can’t
imagine a better path
than the one they are on.
-- Marty Neumeier
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Let’s keep the
conversation going…
Andrew.P.White@Gmail.com!
ReverendDrew!
SystemsManagementZen.Wordpress.com!
systemsmanagementzen.wordpress.com/feed/!
@SystemsMgmtZen!
ReverendDrew!
APWhite@us.ibm.com!
614-306-3434!