CIOs and other senior executives often ask, “Infrastructure is half my IT budget. How do I know whether I’m spending that money well? Are we meeting business needs and are we as efficient as we can be?”
We’re helping organizations optimize their application hosting, network, and end-user environments to operate effectively and efficiently at scale.
Uncovering the opportunities
We bring Infrastructure 360, a proprietary methodology for developing a multidimensional view of an organization’s infrastructure capabilities. Together with our clients, we identify specific opportunities to improve cost and quality performance.
Getting real value from the cloud
Trade journals and airport billboards proclaim a cloud revolution. But aside from the hype, there is proven business value in shared, virtualized, and highly bundled infrastructure platforms.
We help clients determine in which types of platforms to invest and which workloads to migrate. We also address the operational and organizational changes required to capture value from next-generation platforms.
Reducing costs through front-to-back alignment
Infrastructure exists only to support business needs and requests. However, the connection between true business needs and an institution’s infrastructure environment is often indirect and opaque. The result: multiple levels of over-provisioning.
Front-to-back demand optimization brings together the full set of factors that affect infrastructure cost, including business requirements, application architecture, and systems configuration. We often help clients see a 10 percent overall improvement in infrastructure costs.
Setting up the right organizational structures
Business users and applications developers increasingly expect infrastructure to provide integrated services, with provisioning and incident-management processes that cut across traditional technology domains like servers, storage, mainframes, end-user devices, and networks.
We help create organizational structures that strike the right balance between supporting technical depth and providing processes and services that span multiple technologies.
Lean infrastructure operations
Immature processes and a culture of “heroics” create pervasive waste in many infrastructure organizations (for example, frequent rework and large queues) that both drive up costs and diminish user experience.
Lean operations techniques have driven 20 to 30 percent productivity and cycle-time improvements in all aspects of infrastructure delivery by eliminating rework, segmenting requests by complexity, and increasing “time on task” for key resources.