Cloud & Service Management blog
Kimberlee Kemble 120000GMAV KEMBLE@US.IBM.COM Tags:  security service-management integrated-service-manage... x-force 1 Comment 2,360 Visits
It almost goes without saying, but, hey, I'll say it anyway...Security is top of mind for everyone these days, no matter your industry, no matter the size of your organization - and even on a personal level, too. You certainly don't have to be a security manager to be concerned about security, particularly internet security.
Case in point: Which of the following internet vulnerabilities is keeping you up at night these days?
5. Remote access
Perhaps a more precise answer would be "All of the above plus a few more."
So, how can you stay ahead of these types of threats - understanding what the most critical and recurrent vulnerabilities are and what you can do to prevent them? One excellent source of emerging information is the IBM X-Force Research and Development team. For more than a dozen years, these security specialists have tracked well over 40,000 different vulnerabilities, from Trojan horses to malware to Web spoofing, and documented them in the world's largest and most comprehensive threat database.
The IBM X-Force researches and monitors the latest internet threat trends, develops security content for IBM customers, and helps advise customers and the general public on how to respond to emerging and critical threats. Twice a year, the team releases a detailed report discussing the latest security complexities. These reports are far more than just abstract information. They are actionable intelligence, designed to lead to more comprehensive security and a better business outcome. Take a look at the latest report.
For more information about how the IBM X-Force research can help your organization (and perhaps even keep you from losing sleep worrying about security threats), check out this Service Management in Action article.
Signing off for this week,
Your friendly roving Integrated Service Management reporter
Robert Pickard 060001RDA2 email@example.com Tags:  storage service-management eam management service tour world z system ibm 2,303 Visits
I have some big news to share. You thought world tours were only reserved for the Stones, Springsteen and other big-name acts? Well, I guess service management has hit the big time, because the IBM Service Management World Tour kicks off in mid-August with gigs across the U.S., Europe and Asia.
I think this is a perfect follow-on to Pulse a merry band of IBM experts comes to a town near you (hopefully) and delivers in-depth presentations on the latest IBM solutions and approaches in service management, storage management, enterprise asset management, and System z. Its a series of hard-hitting one-day events held in smaller settings where you can get some serious face-to-face time with service management gurus. Im helping one such expert with his presentations on the Tivoli Service Management Center for z and consolidating Linux workloads on z (no snappy title yet), and Im impressed with his focus and clarity. Even I get it! By the way, if you missed my profile, thats what I do, write presentations, podcasts and website stories for Tivoli.
Anyway, the tour begins in Boston on August 12, with events in 13 more US cities; the Europe and Asia schedules are being finalized now. You can check out what we have so far and even register for the road show at the World Tour page. You can always ping your favorite IBM sales rep, who is sitting by his/her laptop yearning to hear from you, or ping me, Bob Pickard. In any event, I'll be blogging new news on the tour as it comes along. Party on, Garth.
Noah Kuttler 110000SVNJ firstname.lastname@example.org Tags:  zenterprise service-management 1 Comment 2,276 Visits
Yes. I used an exclamation point. Because this is that exciting! (there it is again)
The zEnterprise is, as we call it, a “smarter system.” It’s fast. It’s scalable. It’s efficient. It’s reliable. It’s secure. Most important, it’s highly manageable.
With that, IBM Service Management on System z is a single service management engine to give you the visibility, control, and automation needed to deliver quality services, manage risk and compliance, and accelerate business growth.
Together they will assist our customers in innovating their business; and that’s what it’s all about.
The road to a Smarter Planet is going to take systems and software that can be used to create a Smarter Data Center. It's worth your time to read more about it. There’s a ton of press coverage (point your favorite search engine at “zEnterprise” and it’s dealer’s choice on articles). Twitter is already trending with #zEnterprise from analysts, IBMers and customers. And, I’ve also put some ibm.com links below.
That said, in honor of the new announcement I give you a tribute to an old Jeff Foxworthy bit and a little something we like to call “You might be a not so Smarter Data Center.” (and feel free to add yours to the comments section).
Tiffany Winman 12000065XB email@example.com Tags:  dyninfra linkedin dynamic rsa security conference community readshaw infrastructure blogs service-management weeden twitter 2,257 Visits
In conjunction with IBM's platinum sponsorship of the RSA 2009 conference--"Where the World Talks Security"--this month, I'm happy to announce some new IBM Security networking venues:
ivor macfarlane 2700022KPS IVORMACF@uk.ibm.com Tags:  ibm ivor tivoli service-management itil 2,228 Visits
Tiffany Winman 12000065XB firstname.lastname@example.org Tags:  availiability process service service-providers governance asset management ibm soa green security itil eam performance it financial service-management 2,220 Visits
Welcome to the IBM Service Management blog. A variety of authors who represent different parts of IBM will discuss a range of Service Management topics such as service availability and performance, green IT, IT asset and financial management, IT governance, service delivery and process, storage management, SOA management, enterprise asset management, and service assurance for service providers.
We'll discuss industry trends and happenings, analyst
perspectives, new product and solution announcements, support and services
offerings, upcoming events, helpful resources, and heroes in the broader IBM
Service Management network. This blog provides multi-directional communication
with the public, and we encourage and look forward to your feedback, thoughts,
and questions. For extended sharing, check out our new IBM Service Management community.
I'm Tiffany Winman, the IBM Service Management community and social media program manager, and my blog topics tend to focus on communities, people, companies, heroes, and stories in the broader Service Management and Tivoli "ecosystem" and the use of innovative social technologies to facilitate online social networking and collaboration. When I'm not blogging on group blogs such as Service Management, Tivoli, Pulse, and Web 2.0 Goes to Work, you can join me in riveting conversation ;) on my individual blog.
Let us know if you have any questions or we can assist in any way.
ivor macfarlane 2700022KPS IVORMACF@uk.ibm.com Tags:  ibm ivor itsm devops itil tivoli service-management 2,218 Visits
After my last blog – asking what devops was – the idea of collaboration across the whole life of service has been in the forefront of my mind. From that wider perspective I was musing around one of my frequent topics – how we fail to get the service right because we don't understand how it is being used, or what the customer really cares about.
Actually the simple picture of supplier and customer doesn’t really describe the world most of us have to live in. If we go with the ITIL concept of a customer (someone who has financial influence or authority) then we also need to worry about what our users think. In other frameworks you might hear a more general concern about taking the whole range of stakeholders into consideration. Doesn’t matter which recipe you follow – does matter that you see the complexity.
Some of the problems come from being so close to how things are done (rather than why they are being done), and by being so close to what you think matters that you don't spot what matters to those receiving the service. Sometime it is the silliest things that make the customers and users unhappy and reject a service. Maybe that is an example of the ‘One Bad Apple’ syndrome – something firmly embedded in the human condition seems to be our ability to allow one bad aspect to overbalance a dozen good things.
I had my own version this week, when I found myself refusing to continue with an online application for a new bank account because the software insisted on spelling my name incorrectly. (For reasons I cannot fathom, it seems to have decided that any name starting with ‘Mac’ must have a capital afterwards – so it turns ‘Macfarlane’ to ‘MacFarlane’ without giving me the chance to turn it back.) I didn’t stay around to see what else the service offered, I just closed the web page and got my new account somewhere else that will let me spell my name properly.
But there is also the positive face of the same coin – the power of ‘cool’. Imagine you have found the perfect shoes for your child – scientifically designed to protect their feet while supporting their bones and they are even waterproof. As a caring parent these are the only pair of shoes you want your child to be running about in (see IKB later in this blog). As it happens your dreams have come true because your child loves them. Is it because they are good for them, and will help their feet develop properly – no, they agree to wear them because the heels light up with each step. They will wear them – and save their feet – but only because they are ‘cool’ – according to rules you will never understand. By the way, don’t think the illogical ‘cool’ factor only applies to children, it is there in just about every service you deliver or use – at work or at home. If you look for it then you will see it. I don’t want to make this posting too long or I could list dozens – but just imagine trying to sell powerful and effective software products against others with less relevant features at higher cost – but with a fancy graphical interface – sound familiar to anyone?
If you think about these two situations – where apparently less important elements disproportionately affect decisions - I am sure you will find many examples of the two extremes; like the fast-food restaurant that you still avoid because of one bad burger or one element of bad service, hundreds of miles away and several years back.
Those issues tend to come from how the service is delivered, yet the same problem can easily come from how it is built (like my name issue). But one of the differences is getting the message back to where it might make a difference, because at best the complaints go to the operations side of the house, and this does not get fed back, maybe because it is dismissed as trivial – because it doesn’t seem important to whoever received the message.
It isn’t just about hiding complaints though, we also have the ability not to pass the cool factors back. Do we always find out why people really like something? It seems to me that we don’t often ask the right people the right questions. And it also seems there are simple reasons why we do that:
Both of these situations are understandable – after all, we are human so of course we see things first and best from our own perspective, and without being forced out into another’s environment then why should we have the ability to understand people we have never met? The second is also inevitable in the complicated amalgams of customers, users, services and suppliers we exist within. Never mind the neat little service chain pictures you get in the books – it doesn’t really look that simple, it looks complicated, and mostly because it is complicated.
We can do something about these difficulties – but they require addressing the way we – and our colleagues – think, and that takes time and effort.
There are other causes and factors – and maybe there is one we could do something about, and it is something that would magnify the beneficial effects when you finally get around to addressing the two points I listed above: when we do find things out we don’t tell the people who could do something about it. And the very best way to get that wrong is to build silos within your supplier organisation and stop people sharing ideas and information.
After that last blog on devops, I was thinking about that particular kind of communication issue. There is something deep rooted in the human psyche that needs to dismantle their immediate environment into teams (or groups, or departments or silos or tribes – call them what you will). IT organisations are perfect examples – with high level internal teams always emerging once they gets past a certain size. And if you separate into teams that feel the need to compete, then helpful messages will not be fed across between them. So what was built wrong and delivers the wrong thing stays there and will be wrong in the next version too. That is the inertial element of behaviour that initiatives like devops and whole service lifecycle approaches have to contend with. We shouldn’t think it can be as easy as just telling people to collaborate and communicate. Like all challenges we need to recognise what we are fighting – and to fight back.
So – what are good ways to start? Perhaps as simply as recognising that while we might bond comfortably into (say) a ‘development’ team or an ‘operations’ team (or any one of a dozen more) – that doesn’t make the other team the opposition – I think that would be a good first step, if we can finally realise that – by and large – what benefits one team also benefits the other.
Kimberlee Kemble 120000GMAV KEMBLE@US.IBM.COM Tags:  service-management asset-management facilities-management 1 Comment 2,204 Visits
In April 2010, IBM conducted an online survey of over 6400 adults working full- or part-time in office buildings in 16 major US cities. The survey showed that "US office buildings have failed to keep pace with the revolution in automation that pervades modern life. While cars, transportation systems, electrical grids and other systems are being instrumented and interconnected to be more efficient and user friendly, the majority of office buildings remain rooted in the past. As a result, this intelligence gap is taking a measurable toll in lost productivity and unnecessary spending."
It starts with a better way of managing those buildings: IBM Maximo Asset Management.
Maximo delivers holistic, end-to-end tracking and monitoring of all assets, at every point in their lifecycles. It helps make building facilities management simpler, faster and less expensive—thus essentially transforming buildings into smart buildings, capable of delivering their full potential to your organization. Specifically, Maximo can:
Of course, there are many more examples of how Maximo can help you manage your facilities more efficiently and cost effectively, all of which enable a shift from facilities maintenance to facilities management, from a reactive stance to proactive stance, resulting in improved asset performance, longer asset life and ultimately more sustainable - and, dare I say - smarter buildings.
For more information on how Maximo can make your buildings smarter, read this Service Management in Action article.
Signing off for this week,
Your friendly roving Integrated Service Management reporter
Tiffany Winman 12000065XB email@example.com Tags:  test rsc rational zollar dynamic-infrastructure twitter itcam ccmdb rpt deployments tsrm ram application-development service-management cloud-computing florida rsdc tivoli it rsc2009 cloud 2,204 Visits
Two great IBM
conferences were held in
You can follow much of the online excitement of the conference via RSC2009 on Twitter and a Twitter search on #rsc2009. I'm really looking forward to the great software development reality TV drama series I mentioned on a previous blog.
General Manager sessions
Al Zollar, General Manager of IBM Tivoli Software, will participate in three executive sessions:
Software Lifecycle Track Presentation
“Enhancing The Application Life Cycle with Tivoli Composite Application Manger (ITCAM)”-- Todd Kindsfather
Abstract: Discover how IBM Rational and
“Bridging the chasm between build, deployment and production”--Rich Johnston
Abstract: Today’s IT departments have more systems to manage, more locations to support and more mission-critical applications to build, deploy and maintain than ever before. In many organizations, the processes employed to move applications from build, to deploy, to production phase can be manual, time-consuming and error-prone. The data, tools, and workflows are not well integrated or automated resulting in inefficient processes which inevitably lead to slower time to market, long resolution cycles and even loss of revenue. This session offers a chance for attendees to discuss issues, challenges and solutions for bridging development and IT operations across different aspects of the application and service lifecycle.
Service Management pedestals
Abstract: The inability to quickly identify application performance bottlenecks can lead to system downtime and unnecessary cycles spent firefighting defects. See how ITCAM can provide monitoring data from operations needed to better understand performance characteristics prior to relase and speed correction of defects.
Ped 2: "Integrating the Service Management Lifecycle across Development & Operations: Optimize Application Performance in Production"--Todd Kindsfather
Abstract: Integration across application development and configuration management tools is critical for complete component life-cycle managmenet. With a Tivoli/Rational integrated solution, customers can experience total application management from development to deploymentt to operation.
For those who can’t
attend the conference in
Rebecca Swindell 270003U1MK REBECCA.SWINDELL@UK.IBM.COM Tags:  itsm service-management ivor swindell 2,175 Visits
Last week the IBM attended the UKI itSM Forum and what a great event it was! Some really thought provoking and motivating sessions, as well as some truly interesting conversations with our clients and prospects.
Below are a few of the highlights from the sessions attended - would be great to hear anyone else’s thoughts on what their key take-home messages were from the event.
Session 1 – Introduction by Barry Coreless – Chairman of the itSMF
Barry talked about how he sees the future of ITSM – the growing automated and ever more complex tool sets, and an ever increasing bewildering array of devices. The main take home message for me was that he believed that organisations that linked best practices and industry disciplines are the ones that will truly succeed.
Session 2 – Keynote from Baroness Tanni Grey Thompson DBE
A fantastic motivational speech from Tanni – including memorial statements like “if you are going to spend time thinking... then think BIG!” She spoke about why it is important to think about how you can be the best you can be and how individual success if not always about the individuals themselves, but about the team they have around them. Tough times call for tough choices, she continued, and it is how you deal with these, improve and move on that is what will make you successful.
Session 3 – our own Ivor Macfarlane – Can IT people be Service Managers?
Ivor was introduced as a man whose middle name was “ITIL” and clearly his reputation preceded him, as we had a full house with over 60 of the 300 delegates in the room. Ivor spoke about how Service Managers generally have a low profile, and are orientated to achieving another person’s hopes and desires. He carried on the debate by saying that the best attribute a Service Manager can have is to be invisible! Continuing that if management don’t empower you as a Service Manager then your stuffed! A final take key message was then given, “Go to the board – change the change process!”
Session 4 – An interactive panel session hosted by Don Page
Some really interesting stats came up in this session to the questions asked to the delegate audience my favourite 3 below:
1. 1. Cloud Computing is here to stay – what effect will it have on ITSM?
Major – 43%, A bit – 36%, A little – 17%, No Opinion – 4%
2. 2. Your business now understands and is taking seriously the importance of ITSM as an essential business enabler?
Very Seriously – 12%, Lip Service – 42%, We don’t talk to them and they don’t take us seriously -20%, Don’t Know– 9%, Don’t Care – 17%
3. 3. Should organisations encourage Social Media to facilitate communication between IT and end users?
Actively encourage and support – 45%, Natural Course – 37%, No -13%, Don’t Know – 2%, No Opinion – 4%
Session 5 – Stephan Mann – Forrester Research - “Anyone questioning your value?”
One of my favourite sessions from the event, very interesting to hear an analysts point of view. He started by stating that Service Managers can’t deal with the value because we don’t understand the cost, there is little transparency IT costs and the value it brings. He continued saying that costs are continually being cut, whilst the demand for IT continues to grow. He told delegates to take an honest look at their ITSM capabilities and short comings, in context of what business needs, then link IT services to business outcomes. Final message for me was “Cost is important but value is more important... if we could demonstrate the value they would be encouraging us to spend more”.
Session 6 – Martin Neville – Flattening the Curve
In the last session of the day, Martin discussed what companies should be looking for from their tool providers, and that the best tool providers are proactive not reactive. He set out ground rules for both sides – be honest from the start, early efforts pay interest in the long term, perception is reality – stats do not lie, the time to innovate is at the start – not when things are looking desperate, short term contractual wrangling will damage the relationship long term and most importantly KEEP talking!
Nigel spoke about how vision is our most valuable asset and leadership is an act, rather than a position. We need to show up and engage! It needs to be a progressive improvement, baby steps are ok, and it needs to be realistic, achievable and practical – don’t aim for perfection, do something practical. His take home message for me really was for success, we have to acknowledge the reality of uncertainty.
Session 2 – Christian F Nissen – CRN People, Denmark – Acquisition and Implementation of ITSM Tools
Another really interesting session, starting with the question should organisations use a SM suite of tools from one vendor, or best of breed tools from various vendors and attempt to integrate them. The answer is not as simple as it seems! He emphasised the importance of running a Proof of Concept before ever fully implementing a new tool. Organisations need to ask themselves, is this vendor that is sleeping or evolving and improving?
Session 3 – Dennis Shields - The 2010 Machine
My final session of the day, Dennis opened the session by explaining people like direction, but believe their managers are out of touch. Bad management however means the unit will not function properly. People need to be given clear and fair directives, otherwise efficiency plummets and costs escalates, we need to take a long term perspective if the company and its infrastructure is going to be successful.
In summary, fantastic event, and can’t wait till next year!
Noah Kuttler 110000SVNJ firstname.lastname@example.org Tags:  analytics ism bizagility tbsm bsm business-agility service-management 2,175 Visits
I am going to tell you a story, and the truth is it's probably pretty familiar to you already.
Here goes: in today's competitive market, your services are what make your organization innovative. They are what set you apart from your competition.
They are what have taken your IT from being seen as a "cost center" to playing a role as one of the most crucial parts of your organization's success (or failure).
The services you provide are what make your organization innovative. Failure on the part of IT can mean failure for everyone.
(No pressure. Am I right?)
By definition, a competitive market is one that is in constant states of change. New customer demands. Competitive maneuvers. New service offerings. Industry or government regulations.
Speed is of the essence. But, of course there's the need to ensure that everything stays within the governance you've put in place, your security policies and of course you're trying to be as risk adverse as possible.
Doing all of this while navigating the complexity of your IT.
(Like I said. No pressure.)
This is the story you already are pretty familiar with. So now, let's talk about what we do about this.
Today, Tivoli along with Rational and WebSphere are a part of a larger IBM Software Group launch around Business Agility.
There are a number of announcements around Business Agility - about providing you with "business agility levers" that assist with combinations of technology capabilities that accelerate the path to agility with reduced cost and greater efficiency.
This is the start of a series of blogs where we'll be discussing a number of the business agility levers. Today, I'm going to talk about one; Predictive Business Service Management. My next blog will focus on Collaborative Development & Operations.
Predictive Business Service Management
With Business Service Management solutions from IBM, organizations are able to put services in the proper business context so that both IT and the business teams can accurately see the complex relationships their services and supporting technology infrastructure have with each other.
On Tuesday, IBM announced a new version of the Tivoli Business Service Manager solution. Key to this new version (Announcement 211-444) are role-based dashboards with easy self-service, drag & drop capabilities to customize a user’s visibility into key service health indicators, KPIs, and business or IT detail required for their role or tackling a current issue.
That level of "Visibility" can be taken to a new level when organizations leverage Predictive Analytics.
Business service disruptions and outages cost organizations millions of dollars per year. Even with existing investments in infrastructure monitoring and performance management solutions, organizations are often unaware of an impending service issue…until it is too late.
Predictive Business Service Management identifies performance issues in an organization's IT and network infrastructure prior to these costly service disruptions or outages. With this type of early warning system, detection is done early enough that mitigating steps can be taken to stop the issue from ever negatively impacting critical application or business services. Put simply: it finds problems before the organization knows to look for them.
Also on Tuesday, IBM previewed a new solution for predictive business service management that will address predictive business service management (Announcement 211-468).
For more information around everything that is happening around the Business Agility launch contact your IBM sales rep or one of our Business Partners using the Business Partner Locator website.
Also, we're doing something a bit new with this announcement. The IBM Software Group Blog, Impact Blog, Rational Blog and this blog are all telling the story together. You'll be able to click across the different blogs and get more information about all aspects of this launch.
Update: there's a great website for the Business Agility launch, specific to Tivoli and service management on our website.
Noah Kuttler 110000SVNJ email@example.com Tags:  pulse service-management pulse2012 keynotes 2,164 Visits
* this is the third day of Pulse, but the second day of general sessions.
As a reminder, all of the general sessions (as well as a bunch of other programming) can be found on the Livestream site, including myself and Derek Botti talking about Smarter Hospitals in Healthcare.
Today's general session keynotes started with an excellent video with our Business Partners. Business Partners are one of the biggest value that IBM has as a vendor in the market. They are what make IBM who we are (them, and our customers).
Scott made mention, and this is pretty cool, that we have co-founded cloud-council.org/, a cloud open standards customer council.
Steve Mills (Senior Vice President for Group Exec for SW IBM Software & Systems) started with some excellent discussion about how Smarter Planet solutions are increasing demands on IT, but IT budgets are growing less than .8% per year.
The rate and pace of change and complexity is increasing, not decreasing. The stats Steve showed on his chart were mind boggling.
Steve then made a very interesting move and used a chart from last year that shows IT operating costs are greater than the asset costs themselves. So much of that money goes into labor and physical infrastructure.
Sprawl is driving cost and IBM is actually at the forefront of doing massive consolidations for our own data centers.
We're still on the journey, which consists of virtualiztion, consolidation, service management (W00T!) and of course cloud.
Some of the numbers that Steve showed: 5,700+ servers consolidated. 15,000 applications reduced to 4,500. IBM has 110 pedabytes of operational data and 92% of our servers are now virtualized in strategic hosting environments.
Much of this was accomplished with System z and Linux (mainframe, ftw!).
The IBM Integrated Service Management Program used by our team led us to better VCA in our own data centers (hint, hint).
To quote Steve, "Linux runs like a 'scalded dog' on the IBM mainframe."
IBM uses Tivoli for our own data center consolidation and it's working quite well. Linking back to some of the thoughts yesterday, cloud is about better economics and that's achieved through sharing.
Steve is a fan of Business Analytics - one version of the truth and finding the problem quicker and information-centric decision making (360 degree view of our clients) thru master data management (System z plays a key role here). System z - tuned to task, designed for data and managed with cloud tech! Cost reduction, new service delivery with hybrid cloud.
He also posted quite a few client references. Like Nationwide Insurance who consolidated and run 680 Linux system images with $15M cost savings over 3 years with 85-9% server utilization.
It's worth checking out the Livestream to see some of these amazing client references (like how 75% of data stored is duplicative and how HealthNow is saving $5M per year by eliminating duplicate/incorrect mailings).
Next up, Bob Picciano (General Manager, Software Sales for IBM Software Group) and he was joined with some of our customers for a round table discussion. With him were:
For Rogers, cloud meant accelerating time to market to get services to their customers (which is important since they try to be the first to market with new services). It has also increased productivity and has made the QA process more efficient with standardization playing a key role.
Key risks as they moved to the cloud were the unknown effect of migration. What changes would need to be made once they migrated? How would legacy environments be taken into account. Also, the "hype curve" and the negativity associated with cloud (with security in particular) was something that they had to work through. But as much of a challenge as the cultural shift was, at the end of the day it's about results from the people and processes. Not the technology used to get there (like Steve Mills talked about).
With GE, they're trying to consolidate and optimize their office campuses and the challenge there is keeping up with the business units.
At GE - if you're not with me, you gotta catch up.
The team that works on their smarter physical infrastructure needs to make sur that they're in-line with the business needs but they're also managing the risk. Financial risk, environmental risk as well as ensuring that they can accommodate growth.
At Erie 1 BOCES, endpoint management with "bring your own device" (BYOD) has turned their job into the wild wild west. Even worse, with the economic crisis in education, there are changes that are being forced that haven't happened before in their industry.
Sharing, for example (which Steve talked about) has become the norm. Because they share, they now have a more robust network and are trying to consolidate to use the resources to collectively find solutions.
Jill and her team are trying to manage the endpoints consistently and effectively and keep the teachers in the classrooms (which was an extremely sobering point).
Not to be outdone, Tony from Equifax started with a very real fact. "We have everyone in this room's data."
So, security is pretty important to them since their business about all the data that they have (and bringing greater analytics to this data).
Security is a race. Nobody can do everything first. So the key is having a plan. IBM has been a key partner for Equifax in putting this plan together.
Tony talked about what David discussed; bringing the business into the conversation early. Asking them first - what do you want from your security?
As the transformational journey of security occurs, it's important to know what to expect: that there will be a massive increase in security getting worse.
Greater visibility means that you start to see everything (which is ultimately a good thing).
For 2012, Equifax is looking for real-time proactive intelligence with security. Security Intelligence facts Tony gave: past breaches are usually found 60% found months, years after they occurred. 86% of breaches are not found by the company. In the case of 100% of breaches the information about the attack vector was in the logs.
IBM Security is helping Equifax get the real-time/gamechanging security intelligence they need and the Security Intelligence that understands and changes baselines.
Then Bob asked about what next year's key topics might be. Here were some of what was mentioned:
(our customers are awesome!)
Jamie Thomas (VP of Strategy and Development, IBM Tivoli) was the third speaker.
Some of the content contained in Jamie's keynote can also be found in the announcement roundup blog post.
Jamie reiterated what a number of the keynotes talked about with regard to the market transformations happening around IT. Cloud. Smarter Physical Infrastructure. Mobile. Security.
IBM SmartCloud Foundation, which is our portfolio for cloud, has the levels of Visibility. Control. Automation™ (TM). to create "clouds done right."
Jamie started to talk about the product portfolio and the new announcements specifically:
IBM SmartCloud Control Desk which is reducing the complexities around end-to-end processes for service desk and providing a holistic view to the complexities of service desk and smarter physical infrastructures (bringing together the front-office with the back-office).
IBM SmartCloud Provisioning and IBM SmartCloud Monitoring have both been key offerings for our cloud portfolio and they are working together (see "Service Health for IBM SmartCloud Provisioning" on the ISM Library) to effectively manage the complexities of virtualization.
The bringing together of development and operations is also an important part of the portfolio and the plans to provide a beta of the IBM SmartCloud Continuous Delivery (and some useful workload patterns) and given emphasis with this thought - Infrastructure as code.
One of the announcements that is sure to be important for storage managers is the IBM SmartCloud Virtual Storage Center. It integrates with TSM and is a crucial part of making storage more cost effective.
The hybrid cloud support that we talked about at Pulse 2012 is now part of our portfolio as well as the IBM Endpoint Manager for Mobile Devices.
Q1 Labs, and the recent QRadar integration with our security portfolio was discussed and it is sure to help address some of the issues brought up during the customer roundtable.
A plug was given to the 3 million interactions happening on Service Management Connect and it is becoming the place to stay updated on the latest development plans.
Jamie focused on our IBM Smarter Buildings solutions and the power of the Maximo and TRIRIGA portfolioS (which was also reinforced during so many of the sessions discussing smarter physical infrastructure).
Finally, Jamie gave an update on the cows in Brazil (from last year's general session keynote). 2 million more cows are being tracked with Maximo, though there might have been a bit of turnover...
While it was not a part of the general session keynotes, IBM released a new study surrounding cloud computing. "The Power of the Cloud: Driving business model innovation" is live and available for download.
Additional Related Links:
ivor macfarlane 2700022KPS IVORMACF@uk.ibm.com Tags:  itil ibm ivor pulse service-management itsm 2,158 Visits
Kathleen Holm 2700009BHX KHOLM@US.IBM.COM Tags:  service-management asset-management facilities-management 1 Comment 2,151 Visits
ivor macfarlane 2700022KPS IVORMACF@uk.ibm.com Tags:  service ivor empowerment ibm service-management itsm tivoli itil 2,118 Visits
I recently had some first hand experience – from the receiving end – how much of an effect genuinely good customer service can have. The experience started in dismay but was recovered well beyond expectation.
Anyway, to start at the beginning ….
I had to go and ‘swear an affidavit’ –
which for those of you not into the jargon of jurisprudence means to formally
promise what you are saying on a form is true. In
Now, it started, I admit, with me failing in my responsibility to be a proactive customer. I did not think
through what I knew. County Courts in
So, I had a perfect example of a ‘Moment of Truth’; putting me instantly, and very extremely, ‘anti’ the staff and the processes. It seemed obviously the staff are required to leave common-sense at home and not bring it to work with them.
And thus, in a bad mood I reached the court officer with whom I was to sign and swear that my forms told the truth. She spots my mood, finds out why and explains that the rules are for protection and cannot be altered – causing no improvement in my mood. She then looks at my forms and points out that I have not brought all the right documents – and then throws in for good measure that my solicitor has supplied my with the wrong set of forms.
So … it is now clear to me that I have driven into town, paid for my car parking, lost my knife for the duration and all for nothing because my paperwork is wrong. But fear not – after this it gets better. I had been expecting a businesslike word or two of sympathy and if I allowed myself a glimmer of optimism then maybe even an explanation of what I needed to go back and fetch, so that it would work when I came back.
Instead the lady reacted very differently. She pointed out that the forms I have forgotten are copies of documents they already have lodged with them, and that they have blank forms of the right kind. She fetches the missing forms, lends me a pen and helps me understand what is needed on the right form, checks it through, makes corrections and then duly witnesses it and formally logs it in the system as sworn and correct. As she put it “Well the purpose is to get your stuff recorded, if I can make that happen then why wouldn’t I help?”
Of course she was perfectly right, her job is to help get these things done, and so thinking for herself and helping people get there is an obviously correct attitude. Isn’t that exactly how everyone in service delivery sees it?
Well, of course we all know that it isn’t – not yet! The sad aspect of this kind of story is how surprised we all are by them – that they are worthy or repeating because this quality of service is still unusual.’
The key aspect of this story – with its two different approaches to dealing with the customers - is how much good service experience depends on customer facing staff that are knowledgeable of the customer’s context and goals. But more than that even, the management trusted and empowered (at least some of) their staff to use common sense and do what was right – maybe even if it didn’t follow exact procedures.
Are the customer-facing staff in your organisation trusted and empowered? If not, is it because they can’t be trusted, or because they have been given the knowledge? Or is it just that no-one has ever thought it would be a good idea to trust and empower them? What happens in your organisation – do you get good service or do you a strict process delivered, whether or not it is appropriate?