(Note to reader: the following blog entry contains all sorts of hidden humour, overt sarcasm, complex technical jargon, and one obscure Disney reference…reader discretion is advised)
Almost half my life – almost 20 years as a career technologist – I have made tons of mistakes, combining unrecognized inexperience with brash and insolent attitude…the perfect storm. Some mistakes were small, minor indecisions or mistypes easily corrected. But some were major, having far reaching impacts to both people and profitability, much less easily corrected, and some permanently marked as complete and total unrecoverable failures. In fairness, the ratio of good to bad was at minimum 50/50 and more likely falling closer to a solid 60/40 split, which elevated me through organizations where I could do much more serious damage.
Fortunately, my entire career has been as a client for Hitachi Data Systems, honing my craft as a political strategist, a financial analyst and a risk mitigator. And on occasion, where budget allowed, an innovator. I plan to use this experience, and the learning from all my mistakes, to help my new customers make better decisions, grow their business, and fail a lot less.
In my past role as an innovator, within the ratio of good, the last few years were focused on understanding the implication and implementation of the four big “nexus of forces.” More specifically, how the data collected from a much more MOBILE and autonomously controlled client base who demand a much more intimate SOCIAL interaction and relationship with my organization, could be managed with the appropriate amount of CLOUD elasticity and automation to produce INFORMATION enlightened with even more business insight to continuously grow and improve the customer experience without impacting the SECURITY and privacy of any one individual. My organization kept asking me “So…what are you going to do about it?” with the extra pressure of “Are we there yet?” It was a tall order.
The strategy was formed on my travels to the Emerald city, where the great and powerful would deliver me the solution:
- What’s needed is a foundation – a brain, a highly scalable and virtualized INFRASTRUCTURE CLOUD providing on-demand access to my heterogeneous network, compute and storage environment; both modular and CONVERGED. This environment needs to be managed by a single pane-of-glass with templated, fully automated deployment and maintenance capabilities. It needs to discover equipment and forecast both problems before they occur, and opportunities to grow before it becomes an emergency.
- What’s needed is to breathe a new life into the organization by elevating the notoriously sidelined asset of data into being the heart of the portfolio. A new CONTENT CLOUD will need to differentiate the lifecycle and lifespan of structured versus unstructured data. New capabilities of data discovery, unstructured indexing, and archiving of these precious resources must be introduced to incorporate the scalability necessary once the data grows exponentially.
- What’s needed is the comprehension of the regulatory, contractual, and privacy concerns of our clients, and the courage to create new insight from the data we have collected to enrich their experience. The new INFORMATION CLOUD must envelope the integration concerns and discipline of reporting, business intelligence, business analytics where there might be both a lot of data, or even big data.
The wizards of HDS already understood the need, and delivered the INTEGRATED STRATEGY with all the enthusiasm of any person wearing bright red shoes, we all knew what needed to happen next….teach others.
I hope to spend the next 20 years learning from the brilliants minds of HDS, helping to communicate and practice real integration with our clients. And on the way, use the experience of all the mistakes…to help our clients innovate.
In hindsight, I wouldn’t have changed a thing. It’s off to work I go…