|By Adrian Bridgwater||
|July 21, 2014 08:00 AM EDT||
A newly established firm sent out some basic information collateral to introduce itself this summer - and a new type of business model would seem to be emerging.
The company here in question described itself as a non-integrated silo-based business that was disparately fragmented into a variety of separate business units each with their own non-standard information stream.
Working across an international base of operations, the new business promises to evidence "innovation through diversity" by using a wide variety of operating systems and software applications.
With no provisioning for ecologically aware practices at this stage, the business may be open to "business transformation" processes that could elevate some of its technology stack to cloud-driven service-based operations, but this plan is not on the strategic roadmap for now.
The new de facto business standard
Of course this business doesn't really even exist - this is a list of just some of the main "must-have" operational business factors today.
It highlights the existence of a new optimized and integrated business standard as a sort of "de facto way of being" for all companies that wish to evidence progressive levels of forward provisioning and forward thinking.
The new facto operational way of being is:
- High Performance
- ... and above all, Optimized
Given that this story is inspired by HP's current strategizing and technical machinations, let us consider the most recent news to hand.
HP announced this week that Airbus has boosted its high-performance computing (HPC) capacity for aircraft development to 1,200 Tflops by deploying a new generation of HP Performance Optimized Data centers (PODs) in Toulouse, France, and Hamburg, Germany.
Delivered from HP's Kutna Hora integration facility to their final destination on Airbus' main industrial sites in Toulouse and Hamburg, the HP PODs have HPC clusters based on the latest Intel processors already integrated. HP's Centre of Excellence for High Performance Computing in Grenoble, France, helped to optimize cluster performance and effectiveness, while HP Enterprise Services configured the new clusters to integrate rapidly and seamlessly into the Airbus IT environment.
Would you imagine a company like Airbus trying to operate at the top of its game without high-performance computing (HPC) capacity? Would you imagine a company like Airbus trying to operate without the sharpest integration services and a unified approach to the applications and software across its IT stack?
The answer is, of course, no.
But we still talk about these factors with some urgency, all the time. Is it a question of firms (i.e., the customers, i.e.,the firms that are supposed to be doing this stuff) not getting it? Is it a question of businesses somehow letting the crucial optimization and integration elements slip in some way at first?
Optimization and integration baked-in
If anything, then yes, it is the latter of the two suggestions immediately above. Technology hasn't always come with optimization and integration controls ‘baked in' so-to-speak. Things have developed and improved by and large, but these two elements now stand as an imperative for firms to act if they are to travel the path toward business transformation.
HP proffers its wares on the basis of these kinds of competencies, but so do management consultants and professional services consultancies or all shapes and sizes.
Look at any well-known tech consultancy's core set of services and they will talk about creating platforms for integration and optimizing your existing and future IT investments. If there is so much of this stuff for sale, then shouldn't firms wake up to this reality and prioritize optimization and integration now before somebody tries to sell it to them as a service?
We're just saying okay?
Too often with compelling new technologies market participants become overly enamored with that attractiveness of the technology and neglect underlying business drivers. This tendency, what some call the “newest shiny object syndrome” is understandable given that virtually all of us are heavily engaged in technology. But it is also mistaken. Without concrete business cases driving its deployment, IoT, like many other technologies before it, will fade into obscurity.
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