BCS Group driven to Pure Storage
‘We had no idea how great an impact storage had on the entire business, until we changed from disk to All Flash’, says Group IT manager Brett Hobbs.
‘We had no idea how great an impact storage had on the entire business, until we changed from disk to All Flash’, says Group IT manager Brett Hobbs.
“Here is a technology, it's really cool, now, let's identify a problem that we might be able to ‘hit’ with this technology.” Sounds familiar?
History indicates the leaders in one wave rarely survive to dominate the next, says Gartner.
Getting maximum results from innovative IT investments is an art. Business users may need incentives to take advantage of new capabilities that wait to be exploited.
Michael Shallcross, an engineer with the IBM Global Technology Services Asia Pacific, believes a bank branch and an ATM are apt models to demonstrate cloud computing.
Speaking at the recent IDC Cloud Computing Conference in Auckland, Shallcross, said the bank branch is the “ultimate inflexible delivery model that is capital intensive”.
Disaster!
Easyflow secured three new contracts in quick succession, after discovering a substantial market for the company’s premium hose connectors outside the industry where it usually operated. Work orders from just one of these new customers, Global Maritime Engineering (GME), now made up almost 35 per cent of total sales.
It’s not just you! It really is getting harder to outpace the other guys. Our recent research finds that since the mid-1990s, which marked the mainstream adoption of the internet and commercial enterprise software, competition within the US economy has accelerated to unprecedented levels. There are a number of possible reasons for this quickening, including merger and acquisition activity, the opening up of global markets, along with companies continuing R&D efforts. However, we found that a central catalyst in this shift is the massive increase in the power of IT investments.
To better understand when and where IT confers competitive advantage in today’s economy, we studied all publicly traded US companies in all industries from the 1960s through to 2005, looking at relevant performance indicators from each (including sales, earnings, profitability and market capitalisation) and found some striking patterns: Since the mid-1990s, a new competitive dynamic has emerged — greater gaps between the leaders and laggards in an industry, more concentrated with winner-take-all markets, and more churn among rivals in a sector. Strikingly, this pattern closely matches the turbulent “creative destruction” mode of capitalism that was first predicted more than 60 years ago by economist Joseph Schumpeter. This accelerated competition has coincided with a sharp increase in the quantity and quality of IT investments, as more organisations have moved to bolster (or altogether replace) their existing operating models using the internet and enterprise software. Tellingly, the changes in competitive dynamics are most apparent in precisely those sectors that have spent the most on information technology, even when we controlled for other factors.
Empower your business with innovative new technologies Technology is everywhere that matters, from disparate mobile devices to global data centers and everywhere in between. To stay competitive and to maximize value of IT, IT must have the agility and stability to meet the increasing demands and speed of the business.