© 2006 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice

BTO를 통한 비즈니스 관점의 IT운영 최적화 전략 세미나

CIO

- Business Technology

Jeong-Gwon Jee

- 2 -

Today’s CEO Demands

99% of CEOs

Only 43%

Think technology is integral to the success of their company

Believe their companies align technology to business

outcomes

- IT

- IT

-Global IT

-M&A IT

- IT

- IT

-IT /

- IT

- IT

-

CEO IT Gartner Forrester 10 .

Sources: Forrester Research, Gartner 2007

- 3 -

Making a Difference rather than doing more with less

Executive priorities reflect an expectation for IT to make a difference rather than doing more with less.

IT success rests on making the difference in creating products, services and capabilities that are unique and valued in the market. Those solutions make the enterprise distinctive and competitive.

2002 20102007

IT under the microscopeCost Containment

IT as a telescopeGrowth and Leverage

2003 20052004 2006 2008 2009

Sources: Gartner 2008

2011

- 4 -

Business Technology as the Catalyst for Transformation

ITTransformation

Expansionof CIO role

Business-ITalignment gap

Shift to businesstechnology

Increasing business expectations are widening the gap between the near-term business expectations of IT and the near-term strategies of the CIO. This is creating an upward demand for IT transformation and as a result CIO’s are being asked to take on an expanded set of accountabilities.

- 5 -

What’s the Transformation Equation?

coststructure

cashflow

$$ to transformfor growth =

long-termcompetitiveadvantage

risk

$$+ +

- 6 -

The CIO’s Balancing Act

Making IT a valued partner to the business : faster and more effectively

CEOCIO

Adapt quickly and safely to change

Keep the right services running

Demonstrate IT’s value to the business

Innovation & Innovation

“Technology for Better Outcome”

New Paradigm of Future

- 8 -

New Reality

IT no longer supports the business, it powers the business

“Business is technology and technology is business”*

IT risks are now business risks

IT opportunities are now business opportunities

*George Colony, Chairman and CEO – Forrester Research. My View: IT to BT, Forrester Research, Inc., August 2006

- 9 -

Where technology results are measured in only one way: Business outcomes

Acceleratebusiness growth

• Speedy time to market

• Drive new revenue streams

• Improve decision making

• Strengthen customer relationship

Lower costs

• Enhance operational efficiency

• Reduce technology cost and drive business cost down

• Improve return on technology investments

• Improve workforce productivity

Mitigate risks

• Improve compliance

• Protect critical assets

• Ensure continuity of business operations

* Customer priorities validated by HP CIO Agenda research

IT, , Business Risk

, IT .

- 10 -

Business Technology PortfolioTechnology for better business outcomes

Provide good information to enable better business decisionsLower risk to the enterprise with better control of the infrastructureReduce the cost of technology while delivering more to the business

Business Information Optimization

Business Technology Optimization

Adaptive Infrastructure

Servers & storage Services Software

FinancialServices

Comm. Media &

Entertainment

Mfg. & Distribution

Public Sector

Health & Life

Sciences

Business Outcome 3 “ IT” IT .

1

2

3

Customer Needs

- 11 -

Business Information ChallengeBusiness Information Optimization

• Information is critical to business success– Executives increasingly view information as a competitive differentiator– Need 24x7 access to business critical information– Slow, inefficient and expensive paper-based processes impacting business

growth– Changes in information flow is one of the top three business trends that

will affect the ability to compete during the next five years. *

• Information is exploding– Information is doubling every 18 months– Globalization and M&A activities increase information demands– Spiraling cost, risk and complexity of managing information

• Information impacts productivity, customer satisfaction– Difficult to share and leverage information across the enterprise– Slow response to customers

• Information is key to regulatory compliance – Regulations require that data is kept longer and produced faster

Turn data into useful and accessible business information *Gartner/Forbes Executive Survey, Feb 2007, G00146283

Volume of information

Information is doubling every 18 months

Information workers spend nearly 25% of their time searching for information

Time

Business Information.

- 12 -

Business Information Optimization Strategy

Business outcomes

Transform data into intelligence

Ensure information is always available

Meet compliance

requirements

Automate paper-based processes

Optimize the use and management of business information to improve decision making, productivity and compliance

Data storage and management

Data

Business Information

“Capitalize on business information”

, “ ” .

Business Information Optimization

- 13 -

BIO Service Offering

DW (HP NeoView)

BAM, BSCCompliance

.

　

DW, Intelligent Hub/ /

/Supply-chain

/

Visibility

BPM, PI, 6 Sigma

,

,

CostOA BI “ ”

　Data Quality Management

Service

Information Lifecycle Management Service

Business Intelligence Service

Paper-based Process Automation

Service

HP DataWarehouse BI PPA , ILM, DQMTotal Service .

Business Information Optimization

- 14 -

Technology Challenge

Bridge the gap between business and technology

• Grow the business – Need to speed supply chain integration

– Rapidly integrate mergers and acquisitions

– Provide services that enable the business to respond quickly to take advantage of market opportunities

• Maintain continuity of operations– Need to protect data and resources from security

threats

• Regulatory compliance– Manage technology change and ensure business

continuity to meet corporate governance and regulatory compliance

• Control technology spend– Automate and consolidate to meet growing business

demands

versus

Explosive growth in business applications and supporting infrastructure

IT investment to enable more effective service delivery

The growing gap between business demands and technology’s ability to deliver

TechnologyIT .

Business Technology Optimization

- 15 -

Business Technology Optimization Strategy

Business outcomes

Automate key processes across technology domains

Facilitate alignment between technology and the business

Auto

mat

e ke

y fu

nctio

ns w

ithin

te

chno

logy

dom

ains STRATEGY APPLICATIONS OPERATIONS

Unified view of technology portfolio and

project management

Consistent approach to quality management

and performance validation

Efficient application and infrastructure management

“Optimize the business outcome of technology”

Technology/

“ ” .

Business Technology Optimization

- 16 -

BTO Service Offering

IT Governance

Business Process Management Service

SOA Service

SOA Governance Service

Business Standard Packaging Service (SAP, PLM, CRM..)

IT M

oder

niza

tion

ITSM Service

Application Lifecycle

Management Service

IT Strategy Planning Service

IT M

anag

emen

t

Enterprise Architecture Service

Project & Portfolio Mgt. Service

Service Fulfillment

Enterprise Portal Service Biz. Workplace Service

Enterprise Service Integration

HP Business Technology Enterprise Technology Lifecycle 4 .

Business Technology Optimization

- 17 -

Infrastructure ChallengeAdaptive Infrastructure

• Rapidly respond to business and customer needs− Struggle to meet service level agreements for

critical workloads − Can’t implement new projects fast enough− Need agility to respond to changing business needs

• Reduce costs of operations and maintenance− Too many applications, too much customization − Underutilized servers− Escalating power and cooling costs

• Enhance quality of service to enable business success− Need to ensure business continuity− Protect critical resource and data assets− Meet Compliance requirements

10%

25% 65%

Operations –Maintenance &

mgmt.

Innovation

Migration & Upgrades

Not enough investment in innovation; too much in maintaining legacy infrastructure

Technology Budget Allocation

Shift resources from maintenance to Innovation

, .

- 18 -

Adaptive Infrastructure Strategy

Business outcomes

Lower the cost of technology operations, provide higher quality of service, and increase speed in introducing technology change.

Low-cost pooled technology assetsFuture stateCurrent state

High-cost technology Islands

Turn technology into a service

provider

24x7 lights-out computing environment, based on standard building blocks, automated using modular software, delivered through comprehensive services.

“Delivering the Next Generation Data Center”

, .

Adaptive Infrastructure

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Adaptive Infrastructure

Business outcomes

Business TechnologyInitiatives

Technology Enablers

AutomationSecurityTechnology System & Service

Power & Cooling

• Scalability based on standards

• technology services

• Energy-efficient computing

• Built-in protection of technology resources and data

• Pooling and sharing of technology resources to optimize utilization

• Dynamic technology resource re-deployment to meet changing business demand

• Unified infrastructure management

VirtualizationManagement

Service Management

Applications & SOA

Transformation

Data Center Transformation

Low-cost pooled technology assets

Future stateCurrent stateHigh-cost technology islands

HP A ZRisk .

Adaptive Infrastructure

- 20 -

HP delivers better business outcomes across vertical industries

Financial Services

• Improve total customer experience (TCE) to retain and acquire customers

• Launch new products and reduce time to market

• Increase share of wallet and profit per customer

• Reduce enterprise-wide operating costs and IT TCO

• Improve operational efficiency and productivity

• Improve ROI and reduce payback period

• Achieve regulatory compliance

• Ensure business continuity• Reduce security threats

Public Sector

• Improve operational efficiency

• Transform silo’d agency information into an integrated business view

• Provide actionable intelligence by consolidating and integrating business applications with legacy environments

• Enable a shift to network-centric operations

• Rapidly access secure information

• Enable interoperability between agencies and legacy systems

Manufacturing and Distribution

• Improve visibility and collaboration across the demand and supply chain

• Accelerate innovation and time to market with better product lifecycle management

• Capitalize on virtualization for prototyping, product testing and even seismic evaluations

• Ensure environmental and regulatory compliance

• Deliver a differentiated customer experience

Communications Media and Entertainment

• Rapidly deliver new converged services to consumers and enterprises at minimal cost

• Expand relationships across the new industry ecosystem to create innovative, go-to-market models

• Reduce cost of network operations and improve flexibility

• Implement single content creation and distribution methodology

• Protect digital assets and ensure visibility to asset usage across the entire value chain

• Maximize customer intimacy and improve loyalty

Health andLife Sciences

• Improve patient throughput while delivering better quality of care

• Speed time to market of new pharmaceutical agents

• Improve decision making• Improve operational

efficiency• Improve resource

efficiency to address staffing shortage and needs of aging population

• Improve FDA/HIPAA compliance

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Thank you