What is Service Aggregation – and How Can it Help Your Business?

Australia’s IT outsourcing services market is expected to grow from A$7.6 billion in 2012 to A$9.3 billion in 2017, according to IDC. Part of this growth will include organisations leveraging a range of different suppliers to manage their IT environment to take advantage of services maturity and cost efficiencies. Yet, managing these suppliers is a big job for the average organisation, one that involves overseeing multiple billing configurations, SLAs and reporting metrics. One way to get better oversight across a range of varied suppliers is through using a service aggregation provider. This service provides a single contact for managing suppliers and an aggregated view of performance so you have more time to focus on your core business.

Easier management

Service aggregation cuts the pain of managing a range of providers by delivering operational coordination, integration and assurance of service levels end-to-end. Organisations get a single point of contact for managing all suppliers throughout the service lifecycle to optimise performance. This includes procuring, maintaining and evaluating supplier contracts.

A service aggregation setup usually includes two components. The first is a unified services management team that provides oversight and drives maturity of service management processes. The second is the service desk, which works with the process owners and resolver groups to address areas of poor performance as well as manage continual service improvement. This combined team can manage services around incident management, problem management, change management, configuration management and capacity management to name a few areas. This service management occurs regardless of whether your business has one provider supplying desktop services while another provides network services.

Better performance tracking

With the information provided from the service desk on how your services are operating, in addition to information such as capacity plans, service aggregation offers your organisation an overall view of performance reporting across all suppliers. Defined processes are enacted so service delivery is documented and continually reviewed to ensure it matches performance outcomes. This performance tracking approach allows for day-to-day monitoring instead of monthly reporting so your business can make swift decisions to improve outcomes.

More time to focus on core business

Service aggregation helps define clear roles and responsibilities for all of your providers and establishes a framework by which the group can operate. It also helps pinpoint any gaps or issues between the service delivery of third-party providers and your own business. Instead of trying to manage a group of disparate suppliers, your organisation frees up internal staff time to focus on the core business and its strategic endeavours. The outcome is better performance for your business and a better working relationship across suppliers.

Which Mobile App Delivery Method is Right for Your Organisation?

Are you ready to let your employees use mobile apps? You have more to consider than just what apps you’re going to let them access – you have a few delivery options as well. Picking the right one depends on what you need in terms of security, IT management and device compatibility. Here are a few considerations to get you started.

You need: No data stored on the device

Choose: Virtualisation or cloud

Enterprise users will make up about 75 per cent of the market for cloud-based mobile apps by 2014, according to Juniper Research. Both virtualising your mobile apps and delivering them through the cloud keep data off the device. Both approaches also can put more control in the hands of the IT department, which can oversee access to applications and manage how they are used.

Security buffs are likely fiercely nodding their heads, but keep in mind that if you virtualise, there could be usability issues surrounding the need for constant network connectivity and how a mobile app looks and performs on a device. Delivering mobile apps through the cloud can ease these usability issues, but your security concerns will only be abated if you know where your data is sitting.

You need: To take the app migration burden off IT

Choose: An enterprise app store

By 2014, 60 per cent of IT organisations will have private app stores, according to Gartner. These stores work similarly to Apple’s app store by allowing employees to quickly and securely download certain applications they are authorised to use. This takes a lot of the burden off IT as they don’t need to provision apps to different users and devices.

However, building an app store does come at a cost, and users might grumble if your app store doesn’t resemble Apple’s. That means you need to consider the ability to rate apps, search for apps, recommend similar apps and allow user feedback.

You need: Compatibility across a wide range of devices

Choose: Web apps

Their ability to run in browsers means web apps don’t require a distribution system, so users can access them from any number of devices. Plus, IT doesn’t need to create several incarnations of one app, which leads to easier delivery and management. Internet connectivity will always be a concern to run web apps, however; if it’s poor, even refreshing the screen will cause problems.

These are just a few reasons for considering the different mobile app delivery methods. If your organisation needs additional help with taking its enterprise applications into the mobile world, Datacom’s Enterprise Mobility Applications practise can help. We handle application development, integrate apps with devices and offer field service support to ensure you applications run smoothly.

How are you delivering mobile apps in your organisation?

Getting Cloud Providers and Cloud Buyers to Speak the Same Language

The Everest Group and Cloud Connect have just revealed the results of their global enterprise cloud adoption survey. The survey honed in on the perspective of cloud buyers but also involved the insights of providers of cloud services and cloud advisors.

It’s clear from the survey that there is a disconnect between what organisations want in the cloud and what providers think they want. Both groups also place emphasis on different areas when it comes to the perceived challenges of incorporating cloud into the enterprise IT environment. How can these two groups get on the same page?

Flexibility or lower IT prices? 

Organisations are choosing the cloud mainly for its flexibility and the reduced time to provision it offers, according to the survey. Cloud providers, however, think businesses are buying up their services to curb IT costs.

Does this disagreement matter if an organisation can achieve all of these cloud benefits in the end? Absolutely. Organisations seriously considering the cloud are hopefully past the point of wanting it to solve all their problems. They’ve made a business case and identified how the cloud fits in with the IT-business strategy. While reducing TCO is paramount to a lot of organisations right now, there’s more to what the cloud offers a business — namely innovation, allowing IT resources to be more strategic and being able to quickly deliver business-critical applications.

Instead of running the risk of having their needs misunderstood, organisations should choose a cloud provider that will do an audit of their IT environment and ask questions about their business strategy. Cloud has too many options — SaaS, IaaS, PaaS, private, public, hybrid — to be approached from a single vantage point.

Finding the common ground in cloud challenges

Another area where cloud providers and buyers differ is in ascertaining the chief barriers to enterprise cloud adoption. Here, the two camps are clearly at odds: cloud buyers think IT management will gladly oversee cloud services while providers think management is actually unwilling to take ownership.

Like many other IT solutions, the cloud performs well if it’s managed well. While it can take many burdens off IT’s shoulders, it’s not a solution that runs itself. Organisations need to be honest with themselves about their capacity to manage cloud and go with a managed service if it makes sense for their business. If you leave infrastructure management to the professionals, for instance, you not only reduce your IT department’s management tasks, but free them up for more innovative, strategic IT undertakings such as creating new applications and tools.

Do you think your organisation is ready for cloud? Read our cloud buying checklist to begin understanding your needs and options.

3 Steps to Simplifying IT Management

Last week, we started looking at how IT complexity can cripple your organisation. This week, we look at additional actions you can take to start simplifying your IT environment.  

Your IT department’s expansions might seem at odds with one another. Just when you’ve upgraded the servers and introduced a robust redundancy system, the emphasis has immediately shifted to providing your employees with mobile productivity tools. And once you’ve launched a mobile solution for your organisation, it’s time to move an in-house solution into — yes, you guessed it — the cloud.

And all of these IT functions demand:

  • Allocating the budget for hardware,software and licensing
  • Scoping projects, evaluating options, deploying the solution and testing
  • Training end-users and refining processes and workflows
  • Keeping trained and available support staff on hand to maintain all systems — and field your employees’ questions

While it might be tempting to just issue a slate and chisel and abacus to each employee and call it a day, you’re well aware your employees need every technological advantage in order to compete. But staying abreast of tech trends doesn’t have to be as onerous and costly as you’ve become inured to.

Simplicity is the name of the game among CIOs for companies ranging from startups to McDonald’s. And how do most of them accomplish this seemingly Herculean task? In our experience helping IT executives reduce complexity, we’ve identified three common areas to cover:

1. Take a comprehensive inventory of everything IT-related: infrastructure, cloud solutions, desktop programmes,custom apps, peripherals — everything. Most IT managers and executives are amazed at how cumbersome their organisations have become. And, if your company has been involved with a merger or acquisition, be sure to tally all IT levels. After aquiring another business, one Australian financial services company was able to achieve greater IT simplicitiy in just six weeks by outsourcing the integration of the new service into their existing environment. By leveraging IT outsourcing to integrate disparate networks and systems and improving core network and storage network capacity, the company was able to consolidate and optimise their entire IT infrastructure. Just ensuring unwanted redundancies are eliminated, unnecessary programmes aren’t renewed and unprofitable processes are abandoned can greatly reduce complexity.

2. Consider what infrastructure is necessary, and what’s necessary to keep in-house. Once the inventory is complete, we like to roll up our sleeves and help our clients design an infrastructure strategy and design. With the move to cloud solutions and virtual networks, you’ll likely find your intricate systems of servers and hardware can be reduced to a few easy-to-manage systems. And it’s almost always at a lower total cost of ownership than purchasing and maintaining everything in house.

3. Determine who’s supporting what, and what’s not receiving the proper support. It’s hard to keep your organisation running smoothly and efficiently when managers and specialists are spending time assisting the help desk. We’ve found many of our clients are pulling their hair out at the cost of continuously training employees to provide phone and support  — not to mention the scheduling nightmare of maintaining the proper amount of support staffing during working hours. When you opt for desktop support services, you place the onus of training, staffing and hiring on your vendor.

Ideally, you’ll want to find one vendor that can hold your hand through every step of your complexity-reduction checklist and serve as the sole point of contact for your IT needs. That’s ultimately how organisations can transform their IT operation into simple, manageable environments.

Using an Application Manager to Make BYOD Better for IT and End Users

By Jonathan Cousins

 

Bring Your Own Device is sometimes viewed as a free ride for the workforce and a headache of migraine proportions for the IT department. The reality is that potential challenges exist for both groups. Deploying business-critical applications to smartphones and the like brings up a host of security and compliance issues for the IT department. End users, on the other hand, don’t always get a streamlined desktop experience when on their own devices and may struggle to access applications quickly and easily.

So how do you still deliver a personal, enterprise-grade desktop to the workforce while also allowing IT to maintain control? You use an integrated management tool that lets users have the desktop experience they want on the device they want while letting IT take the reins on how applications are delivered. Datacom has seen organisations that use an application manager tool simplify IT management, lower costs and speed up application deployment time.

1. Flexible, on-demand access to apps

Application managers that keep the focus on the user – essentially, allowing them access to whatever they need, when they need it, on the device they choose – help create an experience that appears seamless. Centralised deployment of a variety of apps, such as web and Software-as- a-Service apps, in addition to single sign-on across devices to access apps, lets the Bring Your Own Device workforce quickly get all the software and services it needs. The on-demand nature of this delivery can increase productivity and collaboration regardless of location.

2. Centralised IT management

Datacom knows one of the biggest challenges at organisations inviting Bring Your Own Device is that the IT department has to potentially manage a whole host of different smartphones and tablets. They then have to oversee which employees can gain access to which apps at which times (consider contractual workers who pop in for three-month stints twice a year). An application manager can allow the IT department to easily control access to applications and provide a single location for reporting and managing software licenses. Streamlining supervision of devices, application deployment and performance management can cut down on support time and costs, freeing up your department for other projects and more strategic endeavours.

3. Policy-driven approach

Do you want the employee you just made redundant to still have access to company email? IT must be able to quickly change permissions and settings for new users or users no longer with the organisation. Tools such as the Horizon Application Manager 1.5, for instance, rely on a web-based platform used either in the cloud or on premises to manage permissions with a policy-driven approach. This means IT management can set access to apps by location and device, enabling immediate response should an employee lose his or her device or have it stolen.

Your organisation doesn’t have to shy away from the changing nature of the desktop. You just have to balance the needs of your IT department with the needs of your workforce to get the most out of this evolution. The right application manager can cater to both groups by permitting easier software deployment, stronger security and a more seamless end-user experience.

Jonathan Cousins brings more than 26 years of IT experience to his role as National VMware Practice Manager for Datacom. Based in the Perth office, he initially joined Datacom as a principal engineer in 2010.

With a background in working for solution providers, he has a strong vendor and technical expert focus in the areas of virtualisation, storage and archiving.

The 5 Attributes of a Great CIO

By Peter Wilson

Did you envision achieving greatness when you got into IT management? What has stopped you? If you want to be a great CIO– and I know most of you can be –, you’ll need to reprogram some of your previous thinking about the role of technology at your organisation and your role in using it to enable long-term business results. Here’s what separates the great CIOs from the average ones.

1. Builds relationships effectively

Many of us know our IQs, but what about how we measure up in emotional intelligence? You could have a smart, capable team, but if you don’t know how to lead, delegate and highlight the strengths of each person effectively, your department will fail. Relationship building starts here, at the team level, and extends to how you interact with leaders and stakeholders at your organisation. You could have superior technical prowess, but if you don’t know how to convey the importance of your strategic IT ideas to the greater business, what’s it worth? Knowing how to massage relationships with key leaders in the organisation is necessary for total financial and strategic buy-in.

2. Focuses on customers

At the same time a great CIO is forming strategic relationships with key people in the business, he’s focusing on how to use technology to benefit the external customers. About 20 per cent of a CIO’s time should be devoted to speaking with business units and customers. Face time with customers lets CIOs discover what’s working and what’s not, what the customers want and what they hate; this can lead to new commercial opportunities and help you stay on top of the competition. A great CIO will always have the customer in mind when focusing on the end result of a strategic IT project, whether that involves boosting productivity, satisfaction or experience.

3. Resists the hype

Great CIOs develop a set precedent for how IT projects are prioritised instead of being persuaded into implementing a technology because one of the business leaders thinks it’s a good idea. They fact-check the problems before working on an obvious solution: how is x leading to y, what are the actual consequences of y, are there multiple ways to approach it? The great CIO conducts an assessment of each IT management decision, including its benefits and alignment with strategic goals, to understand how each technology solution fits specifically into his business. Instead of following the herd, he keeps the right technical hands on deck and in his partner relationships so he can draw upon a continual source of wise advice.

4. Says it right

Clear communication skills are crucial for any great leader regardless of industry, but for the CIO it’s even more vital. Great CIOs can translate the complexity of a business problem and the way technology can solve it in a way the rest of the business not only understands, but can explain to others. This isn’t about dumbing down information; it’s about clearly communicating the business impact in a way that actually gets the rest of the organisation on board and wanting to take action.

5. Fits everything together seamlessly

The ability to instinctually know when to use leverage in the business separates the great CIOs from the good ones. Approaching strategic IT decisions in this way transforms technology from a solution into a tailored opportunity that enhances the business model’s performance. In some situations, this might involve using technology indirectly or not using it at all. These specific, carefully-timed moves will improve speed, agility and performance and look seamless to the end user or customer.

Peter Wilson is Datacom’s Managing Director of Systems for Australia and Asia. He helps ensure Datacom offers and fulfils technology solutions globally.

Peter strives to drive the success of the business across locations by strategically directing Datacom’s future. His vision ensures every Datacom location is equipped with the world-class knowledge and capabilities necessary to help enterprises transform their IT department.

What Type of Desktop Virtualisation Should You Use?

By Lauren Fritsky

 

Who told you desktop virtualisation only comes by way of virtual desktop infrastructure (VDI)?  There is more than one flavour for delivering virtual desktops to your workforce, such as app streaming, operating system provisioning and Remote Desktop Services (RDS). While any delivery model can improve IT management, the method you choose has a lot of do with the main problem you’re trying to solve. Here are a few example scenarios to guide you.

Scenario 1

You need: To deliver entire desktop images to remote employees

Then choose: VDI

VDI enables IT to deploy an entire desktop image to workers no matter where they are. For companies with multiple offices or a lot of workers scattered across locations, VDI provides a more secure way to access data and applications through the data centre. A key benefit for the IT department is it no longer has to worry about repairing a computing device or troubleshooting a glitch for an employee far offsite. Users must be able to connect to the network – keep in mind this means the end user’s experience is affected by network latency and available bandwidth.

Scenario 2

You need: Business-critical applications available across operating systems and devices

Then choose: RDS

For this hosted type of virtualisation, users just need to connect to a network on any device to access their applications. The setup makes this delivery model ideal for enterprises embracing the Bring Your Own Device trend, as it enables users to access specific apps on different devices. IT management is improved, as the department can oversee the applications and switch user settings if need be without worrying about apps being compatible with the operating system.

Scenario 3

You need: Tight control over app management

Then choose: Application streaming

The IT department retains ultimate control over who can access which applications when with this model. If you hire a lot of contract workers, this client-based virtualisation model also allows you to schedule when the license expires on certain applications. Users can access applications, which are delivered on-demand, when off the network, and IT gets the benefit of being able to run legacy applications on newer operating systems.

Scenario 4

You need: Employee mobility

Then choose: Virtual containers

You can lock down certain applications and use them offline with this virtualisation delivery model, which adds big convenience for mobile employees who regularly travel, such as sales associates. There’s a security win here as threats can be contained and the OS and apps are delivered through the IT department.

Scenario 5

You need: Reliable uptime

Then choose: Operating system provisioning  

This client-based delivery model solves the uptime issue because only the OS and the applications are downloaded, which avoids burdening the network. Users can very easily access an operating system image by restarting their computer or moving to another desktop. This delivery method also, in effect, wipes the data from the device when the user powers it off, as everything is stored in the data centre. This delivery model works well for organisations with the same desktop image on a lot of different devices, such as contact centres and schools.

Have more questions on which desktop virtualisation delivery model to choose? A Datacom expert can discuss the options that best suit your business.

Overcoming IT Budget Challenges

By Peter Wilson

Australian IT spending will finally increase in 2012 after declining the previous two years, according to Gartner. The rise is modest – 1.9 per cent, which likely means your IT department will still be asked to do more with less while continuing to drive innovation. A department seeking to become more strategic can’t risk using IT budget challenges as an excuse to delay key projects and investments that could bring big wins to the enterprise.

Target indirect funding streams

Remember, the rest of the business doesn’t easily see the value of the lights-on functions the IT department supports. That’s why funding will come from IT management delivering original, revenue-producing technologies that support other business units and add competitive advantage. One way to stay innovative on a tight IT budget is through tapping into the other departments at your organisation to leverage their parked funds; the Gartner research indicates more CIOs plan to help other business units like sales retain and gain customers in 2012 by developing technology-enabled solutions. How much time are you investing here?

Implementing technology solutions through other departments means IT can set itself up for more funding down the line through these business units. At this point, you’ve most likely already initiated the discussion with senior management at your enterprise regarding aligning the IT department with business goals. If you’ve been a part of this strategic dialogue and continued consistently delivering on your aims, you should be better positioned to gain access to these other funding steams. Put it this way: if IT doesn’t leverage these other funds with trends like the consumerisation of IT taking hold, then other departments will, and before you know it, your efforts will not be required.

Dive into the deep end to reduce expenditures

We know capital is hard to come by in Australia, but there are ways to shift some of your expenditures into the operational realm. For instance, moving infrastructure to managed cloud services can cut large capital costs by ending the need to obtain new hardware and additional software licences. But many CIOs put off these cost-saving shifts because they’re scared of the riskthe integration challenges or the service management requirements.

These fears really come down to how these projects are planned, allocated resources and overseen. Approaching these large, transformative projects with a detailed plan aligned with your overall IT-business strategy can make them less overwhelming. As you would do with other projects, put risk mitigation and management processes in place and implement a design, test and build approach to develop and deliver these solutions. These IT management processes can cut down the risk of having to make major changes or undo most of the work down the line.

Leverage managed services

Did you know 100 per cent of the top 300 companies in Australia are currently using outsourcing in some area of the business? Even if IT budgets decrease or remain flat, organisations are expected to continue investing in managed services, such as systems management and service desks. Several of Datacom’s managed services are available on a pay-as-you-go model so IT departments can scale resources as project needs change. Many of these services are also offered through flexible contracts so your department need not commit to six months or a full year when budgets and business needs don’t require it.

We’re all feeling the budget squeeze. It doesn’t mean the IT department should stop being agile, innovative and efficient. Look at budget challenges as something to work around instead of something that prevents you from continuing to meet business demands.

Peter Wilson is Datacom’s Managing Director of Systems for Australia and Asia. He helps ensure Datacom offers and fulfils technology solutions globally.

Peter strives to drive the success of the business across locations by strategically directing Datacom’s future. His vision ensures every Datacom location is equipped with the world-class knowledge and capabilities necessary to help enterprises transform their IT department.

3 Ways Windows 8 Can Help Australian Enterprises

By Lauren Fritsky

Windows 8 is expected to be at our Australian doorstep in just five months. While the consumer preview and media analyses have produced varied responses regarding the look and feel of the new cross-platform operating system, there are several important benefits Windows 8 could bring to Australian enterprises and IT management in particular.

1. Applications look the same and are deployed faster

Enterprises using Windows 8 can get line-of-business applications faster and via the method they choose, such as locally on a desktop or through virtualisation or streaming technologies. And regardless of deployment method or the device being used, these apps will look and operate the same way. The ability to have applications run on both the desktop and mobile devices means enterprises can cut costs, as they will no longer need to buy different types of software for different computing environments. If you have questions about how these changes could affect your software licensing, contact Datacom’s team of licensing experts, who have deep knowledge of different Microsoft volume licensing agreements.

2. More productive employees, more streamlined collaboration

Because applications will now look the same across devices with Windows 8, employees will no longer need training or a period of time to get used to new software versions on different platforms. Staff should be able to perform tasks and access documents and projects in a seamless manner whether they are on a laptop or a tablet. Users can have the experience they want on the device they want, which stands to boost productivity, even when working at home or after work hours, and encourage collaboration between mobile employees regardless of location.

3. Better app management

IT management will be able to better control which employees can access which applications. This is a crucial ability to prevent employees from haphazardly downloading random applications from the new Windows 8 app store. IT management can restrict ability to download applications and also better customise desktops by deploying apps, including line-of-business apps, directly to PCs without having to use the app store. For those using Windows on ARM, Microsoft is offering a new management client that works with a cloud-based infrastructure so IT management can deliver line-of-business apps to mobile employees on their respective devices.

Read Datacom Investments Director Mark McWilliams’ article on Windows 8, NBN and the Australian enterprise on ABC Technology.

Visioning a Stronger, More Strategic IT Department

By Peter Wilson

Are you ready for a seat at your organisation’s table, where you knock elbows with key executives and deliver a better enterprise IT strategy? If you’ve been imagining this vision for IT, I’m here to tell it’s possible. It just takes making yourself visible and continually engaging with the right people at your organisation to determine how your technology solutions can plug into the organisation’s overall plan to drive results.

Join them – because you can no longer beat them

The days of having more technical knowledge than everyone else in your company are over. The proliferation of personal mobile gadgets has made the workforce tech-savvier, to the point where employees are the ones lobbying for certain technologies so they can work the way they want, when they want.

You can no longer dig your heels into the ground – the only way to evolve is to embrace working with this more knowledgeable workforce. This evolution is a good thing; it allows you to become more strategic by road mapping programmes such as Bring Your Own Device. You will still be involved in the technical aspects of provisioning these devices, but you will also help lay out an overall blueprint for mobile solutions going forward.

Look past the short-term

Does your current IT management plan focus on keeping the lights on or does it align with the growth strategy of the business? Building a stronger IT department necessitates moving towards long-term business goals while balancing risk and C-level expectations. Research shows the most successful IT departments specialise in process management and qualitative skills, and focus on business results.

Imagine how strategic IT management goals can match up with overall enterprise goals so you can begin delivering on business outcomes. Assertively supply your input into the total business strategy and plan technology solutions where needed. Don’t forget that overall business performance measures and capital budgets should be aligned as well, in addition to risk management strategies.

Big-note yourself

The sad fact of Australia enterprise IT is that often the end-user doesn’t notice the material change or the value of the solution you’ve provided. It’s become your job to educate not only customers but the C-levels in your company and the marketing department so they can spread the word about what’s going on behind the scenes in the IT department. Demonstrate the value of these achievements beyond a revenue perspective; you may have provided a solution that allows a customer to do something in a tenth of a second, for instance, but if revenue has dropped, no one is listening. Show how improving system speed and usability will lead to improved productivity and, therefore, more revenue.

Show your face

In step with increasing the visibility of your hard work, another way to become a stronger asset to your company is by building relationships. Increasing communication and assertively pursuing sponsorship from executives and stakeholders will take you out of the back-office mindset and into a more dynamic discussion with your company. This extends to customers as well – you should find out what they want and need so you can begin building these aims into the business-IT strategy.

If you are not having customer meetings at the coalface, how do you truly understand the support you need to provide the business?

Be flexible

Transitions take time. As you make the move to become a more strategic asset to your company, be open to suggestions. Perspectives will likely change as the business-IT strategy unfolds. You will have continual meetings with the CEO, business unit heads and customers to solidify the most important objectives. Remaining open to this process will help uncover which business-IT goals are truly achievable and what it will take to execute them.

Are you ready to take your seat as a strategic business partner whose contributions are crucial to the business achieving its aims? Start the conversation with the key players now to turn your stronger, more strategic IT vision into a reality.

Peter Wilson is Datacom’s Managing Director of Systems for Australia and Asia. He helps ensure Datacom offers and fulfils technology solutions globally.

Peter strives to drive the success of the business across locations by strategically directing Datacom’s future. His vision ensures every Datacom location is equipped with the world-class knowledge and capabilities necessary to help enterprises transform their IT department.