Delivering Next-Generation Managed Services via an Agile Business Model Source: Cisco IBSG Service Provider Practice, 2009 Vodafone Service-Operation Model Service operation is the core of any SP’s business. It is here where technology and products are converted into services and revenues. Vodafone’s ability to deliver highly.
If you are a part of or even peripherally connected to an IT organization or managed services provider, you probably hear the word “transformation” daily, perhaps even more frequently. Like other well-worn terms such as “Digitization,” “DevOps,” or “Agile,” transformation can mean a lot of different things depending on the specific organization, the team, or the individual person saying it or hearing it. It’s a word that’s used so often that it can sometimes confuse rather than clarify discussions. While not quite there yet, transformation threatens to enter the pantheon of over-used and “buzzy” corporate-speak that serves only as filler content to obfuscate specificity.
At its core, though, transformation is not an empty concept — far from it! It is a very expansive concept that encompasses many activities that an Enterprise carries out to undergo radical change at the core business and operational level. We just have to be very specific about what we really mean by the term “transformation.” What are the activities focused on? What are the tactics to achieve the transformational goal? And what are the tools and/or services necessary to bring about successful transformation? Notice that I don’t hint at multiple goals for transformation. That’s because Enterprises have only one goal with transformation, always and every time: adaptive and radical change to business processes and IT infrastructures to survive and thrive.
You can debate without end the chicken-and-egg question of whether Enterprise transformation begins with business transformation or IT transformation. In other words, does radical change with business operations precede the need for supporting IT transformation, or does the relentless evolution and implementation of new technologies, platforms, and tools drive business transformation? Which one begets the other, or does a fixed linear order to this progression even exist?
It’s a bit of a philosophical question that has been debated in many excellent pieces on Enterprise technology and operations. Trying to crack the riddle about which one should come first ignores the fact that they are always symbiotic in their dependence on each other. Radical and aggressive change at the core business level — how an Enterprise innovates, competes, and carries out all the relevant activities to do so — cannot in this day and age take root without at least transforming some of the IT services vitally necessary at the operational level. Most of the time, though, it’s not a fringe adoption of new IT devices and tools but rather a complete adoption of disruptive new technology paradigms resulting in drastic change to IT infrastructures and services available to employees. By the same token, creating this type of drastic change at the technology level always causes core business operations to shift their course and transform operational processes and procedures; the business must transform when new technologies are implemented. The point here is that whether it starts with the business or IT, to transform one requires parallel transformation of the other.
May 30, 2019 Economic Pillars of Next-Generation Managed Services The financial and operational complexities associated with digital transformation make leveraging managed services a viable option for service providers. The key questions addressed by this presentation include: How can Managed Services Engagement drive Transformation? How can automation be applied effectively in order to meet business objectives, not just technology goals? How a well-structured approach to defining a Managed Services contract can benefit your business over the long term?
What’s really relevant here is that Enterprise transformation is very demanding across the organization. It touches every corner of the Enterprise and requires unique skills and expertise to analyze how best to carry out transformation—business or IT — and then execute on that plan. Most of the time, Enterprises attack the transformational problem by putting internal resources on it, assigning task forces or “tiger” teams to implement transformational activities locally under the coordination of a programmatic function. This team is charged with managing overarching change across the Enterprise.
This strategy makes sense. Assigning the best and brightest human-resource assets to affect such radical change within the business and IT is natural — you want the most skilled and knowledgeable people eliminating problems, reducing risk, and ensuring success of such critical programs. Most of the time, these are the Enterprise’s star players who have shown time and again that they can make things happen for the company. Who could argue with that?
A counter-intuitive assertion is that this approach could at best hamstring the Enterprise and at worst doom the transformation to great pain, delay, and perhaps even failure. Why? Because the Enterprise has just taken its eye of the ball, allowing its internal operations to become defocused. By taking away star players and innovators across the Enterprise and tasking them with the all-encompassing activities demanded by business and IT transformation, the Enterprise has less of a focus — and fewer of the its movers and shakers — on the core business and strategic outcomes that keep it alive and competitive in the market and on the IT infrastructures that support that core business.
Several realizations should be apparent at this time:
Managed Services providers of IT services and solutions enter the transformational picture at this point. For the smart organization that has consciously decided not to defocus internal IT staff but rather augment their IT operations with third-party IT services, this means that they can leverage the provider’s far more comprehensive skillsets and capabilities. Effective managed services providers can assure more effective transformation by managing legacy equipment, refreshing the environment where necessary, upgrading or replacing technology infrastructures, and providing ongoing operations to troubleshoot problems and optimize the IT environment.
But as we’ve been discussing, transformation does not happen in a vacuum or in an isolated part of the organization. Transformation is intended to change radically for the better all parts of the Enterprise, with the key processes and operations of the business being transformed along with the IT infrastructure. What happens in one area greatly affects the other. Managed Service providers have had to grapple with the painful conclusion that last-generation offers did not support true Enterprise transformation as we’ve been defining it here. The focus on device monitoring, limited solutions support, line-item deliverables through individual incident-resolution capabilities, and just keeping the infrastructure stable while bits and pieces were replaced no longer provides value to the transformational Enterprise. Because of the realities of Enterprise transformation, Managed Services providers have had to transform themselves and their offers, becoming far more holistic, working with their peer service groups to provide truly transformative outcomes and comprehensive solutions that positively affect core business and IT operations.
Oracle cloud generate ssh key. Save the text file in the same folder where you saved the private key, using the.pub extension to indicate that the file contains a public key. If you or others are going to use an SSH client that requires the OpenSSH format for private keys (such as the ssh utility on Linux), export the private key: On the Conversions menu, choose Export. Oracle Cloud services such as Oracle Java Cloud Service and Oracle Database Cloud - Database as a Service are built on top of infrastructure and functionality that are provided by Oracle Compute Cloud Service. To generate an SSH key pair using the PuTTY Key Generator, Find puttygen.exe in the PuTTY folder on your computer, for example, C. Generating an SSH Key Pair on Windows. You can generate an SSH key pair on a Microsoft Windows machine by using an application such as PuTTY. See the tutorial, Creating SSH Keys for. Generate your SSH key pair and upload the SSH public key to the Oracle Compute Cloud Service before you start to create your instance. Context This tutorial is part of the following set of tutorials, which describe how to deploy a PeopleSoft environment to Oracle Compute Cloud Service.
Here are some of the ways managed services providers have had to change in order to support Enterprise transformation:
Cisco’s Cloud and Managed Services is a critical capability within Cisco Services that accelerates customers’ digital transformation, resulting in extraordinary business outcomes. We have transformed our portfolio and capabilities to reflect our focus on the customers’ need for enterprise transformation. Our outcome-based approach enables us to manage complex changes with a single Cisco Services experience, so that throughout the transformational journey, you have a trusted partner to guide you.
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