Windward IT Solutions Celebrates 15 Years of IT Strategy and Cloud Consultation Excellence

Pardon us for a bit of bragging, but we’ve hit a nice benchmark. Today, we’re celebrating 15 years as a trusted IT partner for myriad industries including Communication Service Providers, the Federal government, and global Fortune 1000 corporations. We’ve been involved in intricate IT solution deployments, many running the world’s most sensitive and mission-critical IT environments. As it stands, we’ve logged more than 1500 projects, each having helped clients align IT operations with real business priorities.

Sean McDermott, our founder and CEO, said as much in our official press announcement:

“Windward has remained strong over the past 15 years despite a volatile economic climate, and the constant change inherent in the technology industry. We began assisting our customers by managing large scale infrastructures in the beginning of the dotcom boom. Since then, we have evolved into well-respected thought leaders. Windward provides the vision and the execution for IT executives who are driving their organizations into the Cloud.”

To our former and current clients, we offer a heartfelt thanks for helping us get this far. And to our prospective clients, we look forward to serving you as we move ahead in to the next 15 years of success!

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Service Strategy – An Essential Mindset For IT Service Providers and Corner Stores Alike

One of the most critical elements of Service Management is determining the strategy of service provisioning. Whether you’re an IT Service Provider looking to offer a new service; a dog groomer looking to open your own shop; or Wal-Mart looking to introduce the concept of a Super Wal-Mart, three basic strategic questions need be asked and answered:

  • Does this service offering fit within the context of our capabilities?
  • Is there demand for this service?
  • Do we have the finances to adequately fund the offering of this service?

If the answer to all three questions is a resounding yes, required funding and a detailed strategic plan will likely be followed by subsequent implementation. But then what?

Once the service offering goes live, how does an organization draw and keep customers? What is an organization’s approach to creating brand loyalty? What steps are taken to ensure that specialized organizational capabilities are reflected through employee competence? How do we make ourselves less “optional” and more of a necessity? Simple: strategize and deliver.

Ok, ok…maybe not so simple

While experience, expertise and the good name of an organization may open doors, it is employee competence that ultimately benefits the customer, elongates the experience, and establishes a trust relationship. The manner in which we individually strategize our approach to service delivery is a state of mind reflected in timely and relevant outcomes. It’s a purposeful approach towards being viewed as a critical factor in the customer’s way forward. It’s strategizing our delivery in a way that leads to other open doors for our customers, our company, and our colleagues.

Individually, our strategy in delivering service should reflect a want to be a better than average consultant and a better than average employee.

In underpinning the needs of our customers, we strategize our individual and collective efforts to provide service in a way that meets—but preferably exceeds—the needs of our customers. We strive to have our services viewed not as an option, but rather as a necessity.

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The Difference Between Methodologies and Disciplines

Determining the right kind of cloud-based solution for an organization’s IT needs is — appropriately enough — unclear. The nuance of need within any company can be profound; even competitors within comparable industries and having comparable needs (sales support, for example) will reveal incredibly different approaches to solution development, implementation, and maintenance.

We see this constantly, which is why we don’t approach a cloud consultation engagement with our ready-made sheaf of solutions in hand. This is not off-the-rack stuff. This is well tailored (though there are times when that entails the integration of ready-to-go elements — the need to piece them together effectively is still critical).

Some might dismiss this as semantic quibbling, but we think it’s vital to illuminate the mentality we bring to every effort. We like to think of the respective phases of thinking as disciplines — each a distinct way of thinking we need to apply to cloud consultation as appropriate. What we don’t advocate is methodology-based thinking — those carved-in-stone strategic approaches that end up with the square proverbial peg being forced in to the round hole. And, clearly, we’re not afraid to mix metaphors!

But we digress. Our goal is to help clients align the core areas of process, organization, information and technology, which in turn improves overall company practices, IT and otherwise. We’ve talked about our five drivers of service-centric IT in a previous post. Here are the five disciplines to which we adhere when taking an engagement from conversation to realization:

Standardize
A set of unified, repeatable IT management and communications practices that are well understood by all people in the organization. But it’s not just about process; it includes areas such as tools, metrics, decision-making methods, and roles and responsibilities.

Synchronize
Coordinating data across the enterprise, and building efficient communication practices that enable appropriate decisions and investments.

Optimize
Working to do as much as possible with less, maximizing investments to improve the delivery of critical IT services while ensuring a consistent user experience. This includes scrutinizing functionality of tools, streamlining processes, and also looking for innovative ideas to drive efficiency.

Virtualize
Applied to every aspect of service-centric IT, and including:

  • virtualization as a technology and market disrupter
  • organization of virtual teams that can be formed dynamically to meet business challenges,
  • information that can be analyzed in myriad ways, and
  • processes that seamlessly encompass automation and human interaction.

Visualize
Understanding the needs of each business line and providing provide relevant information to multiple end users in various views, media, and delivery methods. This can include email, dashboards, alerts, and more.  The challenge is seldom lack of data. Rather, it’s that data must be mined to provide information that is meaningful to specific stakeholders.

Again, the means to fulfilling each of these disciplines is never ironclad. Each is organic within a particular organization, which can have tremendous influence on the right way to meet IT needs. Our job is to be perceptive, stay agile, and use those disciplines to deliver the ideal cloud-based answer.

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Cloud Concerns: Benefits Tipping the Scales Against Fears

Discussion of how cloud benefits IT is constantly shadowed by (often very legitimate) worries about compromised data. These two issues — business benefit vs. security concerns — need to be thoughtfully weighed by any organization considering a cloud-powered IT solution.

At Windward, we’re in the pro-cloud camp, and our CEO Sean McDermott articulates why in this point/counterpoint article: SearchCloudComputing: Cloud Computing Benefits May Trump Public Cloud Security Fears.

Money insight from Sean:

Cloud allows businesses to improve agility, reduce costs and reduce time to revenue. To put it simply: The time previously spent in “fire-fighting mode” can be replaced with time devoted to innovation.

Sean’s co-author, eEye Digital co-founder Marc Maiffret, offers excellent perspective from the security side. It’s a worthwhile read for anyone contemplating whether or not to take their IT to the cloud.

Click here for the whole discussion.

 

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Another Five Years With DISA Program Executive Office for Mission Assurance

Windward is pleased to announce our recent award of another five-year program working with the Defense Information System Agency (DISA) Program Executive Office for Mission Assurance (PEO-MA). Among other aspects of the initiative, we’ll be helping to provide:

  • The DISA Service Assurance Framework for Enterprise
  • Ongoing Services and Network Operations Solutions support
  • Design, development, and implementation of NetOps Integration Framework and Architecture
  • Support for the NetOps Program Management Office (PMO) Continuous Process Improvement and Governance

We’re proud to be partnering with DISA for another five years. Click here to learn more.

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See You Next Week in Vegas at MMS 2012!

We know that what happens in Vegas is supposed to stay in Vegas, but we’re actually hoping to bring back a lot of insight and info after we spend Sunday through Thursday at the Microsoft Management Summit.

Since we’re all about helping our clients implement and manage the right cloud solutions for their needs, we realized MMS attendance would be a must. There will be a lot of IT brainpower on site, and our team will be right in the thick of the demonstrations and discussions of existing and emerging cloud and data center management technologies. We like the device stuff as well; who doesn’t like to play with nexgen gear?

We hope to see you there. Be sure to follow us on Twitter @windwardits. We’ll be Tweeting a lot about what we see and the conversations we’re having — and if we’re out and about, we’ll let friends know where they can meet us for a cold one.

We’ll also try to find a few minutes here and there to share reflections here on the blog, so be sure to subscribe.

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Getting Biz and IT in the Same Boat is Key to Service-Centric IT

The idea that IT should be built to improve business performance is nothing new; we just shared our take on it in last week’s post.

In the past few years, management and tech teams have reached an uneasy truce. The brainiacs who live in the server room understand that they are still beholden to the bottom line, while the suits in the cubicles and corner offices realize they have to give the innovators a little leeway if they want to get their jobs done.

Ultimately, however, everyone is learning that business is business, which means IT investments have to be seen as exactly that: investments. They can’t be written off as an ongoing expense that needs upgraded software and equipment on a quarterly basis. They have to earn their keep within the organization. There has to be technological payback.

With that mindset, management and IT must have a strategy that clearly defines enterprise needs, helping align processes, organization, information, and technology to best support decision-making throughout that enterprise.

Getting these interests and objectives to converge creates the sweet-spot of IT that’s the most beneficial for business. But what do those abovementioned categories mean? Here are some precise explanations:

  • Processes - You need robust, repeatable, and flexible processes that are implemented and optimized for quality, efficiency and effectiveness. Simply defining them is not enough.
  • Organization - Everyone is a stakeholder, but roles and responsibilities within an organization must be clearly defined. When everyone knows their role, everyone is incentivized to participate in planning and decision-making, and is far more responsive with regard to their area of expertise.
  • Information - Good info is critical, which means transparency, timelines and accuracy are imperative. It’s a delicate balance demanding clarity for everyone involved (specialist and non-specialist alike), but the right data and metrics delivered to the right decision makers is the key to actionability.
  • Technology - The right technology is what connects participants throughout the organization, vertically and horizontally, so that processes are accessible, actions are visible, and reasoning is easy to understand. With these systems in place, you can automate reporting, access analytics, facilitate communication, integrate feedback, and truly synchronize efforts throughout the enterprise.

 


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The Five Drivers for Service-Centric IT

It sounds buzz-wordy, but there’s a definite need to delineate between the IT of old, and today’s implementations, which wisely have a much sharper focus on business needs.

IT used to kind of run the table. The tech experts could simply slip back in to their server rooms and claim they were doing what they could to keep systems up and everyone working. Execs and managers were lucky to have even an inkling about how things got done, to say nothing of whether or not there might be a better way to do it. IT was a bit mysterious, operating in a realm of black magic.

That’s all changed profoundly. Execs, managers, even sales and marketing teams, understand as much about what IT needs to be doing for business as anyone. Sure, they many not understand the “how” of it, but they know the “why”.  And, ultimately, isn’t it the priority of any business to determine ways to do things better across the board, especially today?

That mentality has forced an alignment of IT capability and business performance objectives. Technology investments MUST demonstrate an ability to improve business operations, increase profitability, and reduce risks across an organization. This has driven the demand for a business-minded IT approach. We call it Service-Centric IT.

Here are the pressing IT initiatives that are driving its evolution:

  • Deploying IT as a Service – disruptive technology that includes real-time infrastructure, also known as Infrastructure as a Service (IaaS), cloud computing, and Software as a Service (SaaS).
  • Implementing IT Governance Across the IT Organization – mature organizations are using process frameworks like ITIL for process standardization and reporting.
  • Migrating to a Service-Based Delivery Model – end users are becoming increasingly savvy, requiring that the organization provide true end-to-end services and continual service improvement.
  • Measuring Performance in Business-Relevant Terms – data sources need to be consistent and ensure that timely information is readily available to business decision-makers.
  • Optimizing Costs for Delivering and Supporting IT – all aspects of the business need to be evaluated for cost-savings opportunities, from consolidating infrastructure to streamlining processes to managing vendors.

We’re planning more detailed conversations examining each of these facets of Service-Centric IT, so stay tuned. In the meantime, maybe it’s time to take a good look at your organization’s IT operations and ask if there isn’t a better, more business-minded way to get things done.


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We Really Don’t Know Cloud … At All

Consider the cloud.  We’re talking IT not atmosphere, and cloud computing, cloud-based IT, or whatever catchphrase is currently circulating has made it the most ubiquitous and “du jour” term in our industry. People with little understanding of development, programming or architecture know the term “cloud”, and have some vague (and often dangerous) understanding that it is where all the world’s IT innovation and implementation now takes place.

It’s a lofty thought (pun intended), but it’s also troublesome. “Cloud” has become one of those expressions that get applied with a haphazard grasp of what it actually is, like “virtual” a few years ago.

What is “the cloud”? Is it SaaS? IaaS? Are Amazon’s virtualized servers the cloud? For some, it’s Google Docs.  Point being, there is a massive ecosystem within which any number of functionalities are being labeled “cloud”.  And if everything is cloud, then perhaps nothing really is.

We, the IT community, the professionals who operate in this realm on a minute-to-minute basis, need to start clearing things up. We need to define the cloud.

At Windward, we’re seeing how cloud ambiguity is affecting our customers, and it’s troublesome.  Vendors are rushing to market with cloud-based offerings, but they can’t define their services.  Still, because the term has such trendy IT cache, everyone is ready to make massive investments in technology, and enter in to long-term engagements with vendors — all without a precise understanding of whether or not a particular cloud solution is really their best option. Essentially, people are implementing solutions without knowing if they are the right fit for particular needs.

This is madness (and déjà vu of the late 90’s dot.com era). There’s no business circumstance — IT driven or otherwise — where that kind of thinking makes sense.

We need to start prompting our customers to ask the right questions, to best understand their needs, and then — and only then — move toward selecting the right type of cloud solution. For some, it’s Heroku.  For others, SaaS or Salesforce.  Some will need a private cloud.  Some will be able to implement Amazon with fine results.  For most, a “hybrid” cloud solution will be necessary.  In any of these situations, it’s determining the best platform upon which you are going to build your apps.  It’s determining the right definition of cloud to suit the customer.

Armed with this prerequisite understanding, IT vendors can know how to deliver what a customer needs. Just as important, we, as an industry, will start to develop a common frame of reference that helps us understand what’s being built for each customer.  This makes it substantially easier to build, buy, and better negotiate with third-party vendors.

This is where we find ourselves after a couple cloudy years.  We’re seeing an urgent need for a common vocabulary and a universally understood framework that will allow everyone to define requirements and deal with the back end, to establish economics, delivery, and levels of agreement.  We’re doing what we can to get the industry moving toward that enlightened state.

The cloud, as a concept, is awesome, but it’s time for it to evolve in to something more concrete.  Before any customer determines what they want to do with their applications, they need to figure out what their understanding of the cloud should be.

Let’s start making that happen.

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“Times They Are a’ Changin’” in IT

Let’s face it – for decades, most IT operations have maintained a laser-like focus on building and running IT infrastructures to ensure peak availability and technology performance.  But in the immortal words of Bob Dylan, “for the times they are a-changin’.”  In order to reduce operational costs; improve the ability to meet the business mission; realign IT priorities with business objectives and repurpose IT resources, leaders are taking a deeper look at the business value of IT investments.  Why is such a transformation necessary?

The IT industry is a moving target and constantly changing.  Bob’s prolific lyric says, “As the present now, will later be past.”  It’s more important than ever to have a strategy that clearly defines enterprise needs and aligns culture, organization and behaviors.  IT services and processes that live in the Cloud have also become intertwined with business success and are another reason why moving the focus to managing services rather than technology is necessary to keep up with the trends we are seeing:

  • Deliver the highest quality IT service that you can afford – spend your resources for the highest value.
  • Move to the Cloud – get rid of those expensive servers, storage systems, and application developers, SaaS is where it’s at.
  • IT Governance – ensure that IT investments stay aligned with your strategy and vision.
  • Measure performance in business-relevant terms – make sure you understand what your success criteria are within your IT infrastructure.

The transformation to a Service-Centric IT model allows for a greater focus on ROI, a necessary byproduct of targeting efficiency and development by optimizing costs for delivering and supporting all aspects of the business – from consolidating infrastructure to automating key functions and streamlining processes. Gone are the days of IT organizations in constant fire-fighting mode and in its place is an IT organization that encourages innovation.

Indeed, the times, they are a-changin’…

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