02 February 2016 blogs 6 min read
Even though today’s business world seems to be a bit more relaxed when it comes to investments, it doesn’t mean that CIOs will have it easy in 2016, or that they will have infinite budgets to acquire whatever they deem necessary. On the contrary, with every market becoming more and more competitive and able to leverage IT resources to increase their profits, CIOs are feeling a lot more pressure from their CEOs to find ways to support and improve all business processes as effective as possible and with as little investment as possible.
At Savision, we have compiled a list of the top 10 concerns that will be keeping CIOs awake at night, and which they will have to focus on to make it successfully through 2016. We divided the list into two parts, so if you missed Part 1, you can always read it here.
We now bring you the second part of our list of the Top 10 Priorities for CIOs in 2016. Below you can read five other concerns that IT leaders will have to deal with this year:
6. Cloud security
As previously stated, the main reason why 45% of CIOs remain cloud-averse is security. However, since this problem was initially raised, a lot has happened: numerous companies have adopted the cloud and numerous CIOs have gotten a better grasp on security risks and how to mitigate them. Moving your mission-critical workload in the cloud poses its threats, but there is nothing a progressive-thinking CIO cannot deal with.
For starters, you have two major options: hosting the cloud on your own or reaching out to a cloud provider. If you choose the first, you will have extended control over the cloud and its security. It may sound like the ideal way to go, but it only is if you are a cloud security expert (or if you have one in your team). If not, consider option two: choose a cloud provider, but do so only after analyzing two major factors: the service level agreement (SLA) contract and the security environment. In other words, you need to see who the contractual owner of the risk is and what level of security the provider offers. You might be surprised to learn how advanced cloud security is now.
7. Implementing Bimodal Platforms
A couple of years ago, Gartner came up with the term ‘bimodal platforms’ to describe a company’s need for an IT system that is both agile and stable. There are two modes within bimodal platforms, that are categorized as follows: “Mode 1 is traditional and sequential, emphasizing safety and accuracy. Mode 2 is exploratory and nonlinear, emphasizing agility and speed.”
A good approach for DevOps to be successful is to create a ‘bimodal platform’, which means, that the company will rely on a system that is accurate on the one side, and parallel to that, will implement a system that gives way to innovation and allows it to explore breakthrough technologies.
In addition, the IT consultancy company states that almost 40% of CIOs are already working towards building bimodal platforms and the rest will shortly follow.
While having a system that is both easily adaptive and stable may sound like a contradiction, there are ways to make it happen. Adaptive source and multidisciplinary teams are the cornerstones of success for such an endeavor.
8. Modernizing legacy IT
With digitalization, cloud and big data as major concerns, working on modernizing your legacy applications may seem like a lost battle from its very beginning. Even though tossing all away and starting from scratch looks appealing, it may not be time to jump ship just yet; from both the financial and the functional point of view modernization may make sense.
Before making the final decision, it is imperative to take a good look at the whole picture. Consider the existing architecture and its capacities along with performance requirements and business goals. Your ultimate goal should be having a full grasp on everything, from the way people use the applications to the investment you made in modernizing them so far. This is the only way you can decide whether modernization will be worth the time and money it takes.
If you have decided it is the right way to go, there are a few simple things you can try in the very beginning. Re-hosting custom applications helps with reducing complexity and with enhancing the value you leverage from data and applications by switching to a more cost-efficient platform. Re-architecture (updating the functionality of legacy data and applications) is also a good way to enhance value. Instead of starting from scratch, you can simply remove obsolete code that affects your speed and agility and add functionalities that have more business relevance.
9. Adopting a mobile-first strategy
It has already become clear that the mobile world is not only made of flashy apps and games; it is also a solid business environment. With C-level executives always on the go, it is natural for mobile usage to increase in the business world. For CIOs, this means they have to find the right way to move business-critical applications that have been running on a client-server for decades onto a mobile-friendly platform.
It is worth to note that mobile is not a mere extension of the web; it is something entirely different, a new way to conduct business that demands a new development way from CIOs. In a nutshell, it can be said that IT managers are expected to deliver a new architecture designed for mobile-friendly data, as well as develop capabilities of analysis and measurement that run continuously and in real time. It may sound difficult, but mobile-optimized APIs can make it easier than it seems.
It is quite common for a CIO (especially one of a large company) to need to juggle hundreds of projects at a time. From software development to acquisition and infrastructure, these projects can be internal or customer-facing. Deciding which one needs more attention and a bigger chunk of the budget is a challenge to say the least.
While the root-cause here is obviously the huge work load, there are ways to empower CIOs to make better decisions easier and faster and, thus, have a lower rate of project failure. The best way to do so is to facilitate communication across departments. Through cooperation between business and IT, the latter can have a better understanding of the overall goals and, in turn, CIOs can be more accurate when prioritizing the project pipeline, mitigate risks and react to market changes as quickly as possible.
If you liked what you read and would like to know more about the struggles of CIOs, take a look at our past blogposts:
That may be because the Service tile has always been a bit larger than any of the perspective views. Or, it could be that the supervisor always thinks things are far worse than they actually are. What the customer wanted in his support request, was something more along the lines of this:
As you can see, it gives a different way to easily recognize if the End-Users are impacted, versus our normal health roll-up monitors. It also can draw your attention to those that have an End-User impacted by an outage.
Savision’s Live Maps uses several dependency monitors to create the status of the Services and different Live Maps views. With some simple editing, anyone can change the behavior of a Live Maps view. We have blogged about this previously:
This is the first time someone wanted to change the status behavior of a service.
I first started by disabling some of the basic monitors for a single service. This worked for a single service. However, if you have several services, this would take some time to do. I began looking deeper into how to change this globally for all services. If you are interested in making this kind of change on all of your services, the step-by-step instructions can be found in the following Knowledge Base (KB) article.
I have attached the Management Pack I created during the writing of the KB article to make it easy on everyone that wishes to have the Service status display only the End-User status. You can find that MP attached to the bottom of the KB article.