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Change done right is the fine line we walk between responsiveness and control, it’s the hallmark for high-performing organizations, says Darryl Burns

 

Pressing on both the accelerator and brakes at the same time when driving an automobile certainly sounds self-defeating. Yet your company may seem to be asking you, as an IT manager, to run the data center in a similar fashion. On the one hand, the company is pressuring you to accelerate your speed in making changes to the IT environment. At the same time, the company is pressuring you for more stability and greater control. How do you solve this dilemma? Join us as we talk with Darryl Burns, Sr. Product Marketing Manager in BMC’s Enterprise Service Management Business Unit. Listen in and learn more about maintaining the delicate balance between responding to the need for change and responding to the need for control in implementing change.

Darryl Burns

 

Bio

Darryl Burns is a Sr. Product Marketing Manager in BMC’s Enterprise Service Management Business Unit. Darryl focuses on the Service Automation portfolio of products, which include BMC BladeLogic Server Automation, BMC BladeLogic Network Automation, BMC BladeLogic Client Automation and  BMC Atrium Orchestrator. Darryl has held various pre-sales, sales, business development and marketing positions since joining BMC through the Marimba acquisition in 2004.

 

 

 

Questions

  1. In a recent White Paper, Relieving the Pressure of Change in the Data Center, it’s been suggested that some data center managers may feel as though running their data center feels something like trying to drive a car while pressing on both the accelerator and brakes at the same time. Let’s chat about that a minute. Why would people be feeling this way about the data center?
  2. But isn’t it true that in IT, change is a way of life? What are some ways we can deal with the constant change?
  3. What are some signs of poor change management?
  4. What are some strategies to help IT managers improve their change management processes?
  5. How does automation fit into this picture?
  6. What about the CMDB? How important is the CMBD for effective change management?
  7. Are there other key factors that IT managers need to be aware of?
  8. Any final words of wisdom for our listeners?

 

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"Cloud, in a sense, has moved everything to a much much faster pace" says Lilac Schoenbeck.

 

Cloud computing is a major departure from the traditional IT service delivery model. Services are no longer tied to dedicated hardware silos.  Instead, virtualized resources — servers, network devices, and storage — are abstracted from the hardware. They move freely about the  infrastructure, delivering services when and where they are needed. But this doesn’t mean that you have to completely reinvent IT to implement  cloud computing. Join us as we talk with Lilac Schoenbeck, Senior Manager of Product Marketing for Cloud Computing at BMC Software, about strategies for implementing cloud in your organization.

Lilac Schoenbeck

 

 

Bio

Lilac Schoenbeck is Senior Manager of Product Marketing for Cloud Computing, BMC Software. She has more than 12 years of experience with product  marketing, strategy, business development, and software engineering in the grid, virtualization, and cloud domains.

 

 

Questions

You recently co-wrote a paper with Herb VanHook, VP of Strategy, in which you addressed Four Strategies For Moving To The Cloud. So, we’d like to talk a little bit about what that paper covered.

  1. In the paper you say that many IT organizations have been driven by three  major goals: Achieve extreme agility in responding to the demands of the  business, drive down service delivery costs, and minimize risk. How has cloud computing changed things related to these goals?
  2. What is the key to making a successful move to the cloud?
  3. What is the most significant or impactful transformation?
  4. What about our best practices that we’ve developed over the years? You mentioned process transformation... will these transformed processes negate the huge gains we’ve made in our organization?
  5. How does service transformation fit into this picture?
  6. How does the agility the cloud provides play into cultural transformation in the organization?

 

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"I encourage all IT managers to think like product marketing managers. You have a product you build demand, you get people signed up, you get adoption, you have success," says Terry Vyas

Terry_Vyas.jpg

 

Bio

Terry Vyas is director of educational services for BMC Software and is responsible for worldwide sales, delivery, and offerings development for BMC Global Services’ education practice. He is also part of BMC’s Thought Leadership Council, where his focus is on the areas of cultural change management and solution adoption for large organizations.

 

 

Questions

  1. In your recent Industry Insight, “Taking a Different Perspective, Creating Demand for the New Solution You Are Implementing,” you write about how  Apple created a demand for the iPad even before it was released to the public. Do you really think it’s possible for ordinary IT groups to create demand for business solutions?
  2. Why should Enterprise IT care about a communication plan?
  3. What are some of the key things IT should be communicating to its customers before releasing a new solution?
  4. What are other keys for success?
  5. But even if the execs are behind us, people resist change. How do we work around that?
  6. Any final words of wisdom for our listeners?

 

Resources

 

 

 

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I think it will be a very different kind of world that we’re actually supporting in operations in five years from now.... says Mark Settle.

 

Here at BMC, we spend a lot of time thinking about the future of cloud computing — what it means for IT organizations, for businesses, and for the CIOs who have to make information technology work for businesses. So we asked our own CIO, Mark Settle, to write a “letter from 2015” describing how cloud computing will evolve and how CIOs will need to change their thinking to make the most effective use of it. Join us as we talk with Mark Settle, to get some perspective on cloud computing, software as a service, and the changing landscape of IT.

mark-settle.jpg

 

Bio

Mark  Settle is the Chief Information Officer at BMC Software. Mark joined  BMC in June 2008. He has served as the CIO of four Fortune 300  companies: Corporate Express, Arrow Electronics, Visa International, and  Occidental Petroleum. He is a former Air Force officer and NASA Program  Scientist.

 

 

 

Questions

  1. Recently  you published a BMC Industry Insight which was essentially a “letter from 2015” about cloud computing. What prompted you to write this?
  2. What would you say are some of the key things we should learn in the next five years about hardware?
  3. Between now and 2015, ideally, how would IT respond to this changing landscape... (or maybe we should say cloudscape)?
  4. What do you see changing as relates to security concerns about the cloud?
  5. What about Software as a Service? How will that impact the Enterprise in the next five years?
  6. Any final words of wisdom for our listeners?

 

Resources

 

 

 

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