Showing posts with label Paul Evans. Show all posts
Showing posts with label Paul Evans. Show all posts

Monday, September 26, 2011

Cloud-Mobile Mega Trends Point to Need for Rapid, Radical Applications Transformation, Says HP

Transcript of a BriefingsDirect podcast on how consumer-driven platform variety and advancing cloud services are requiring enterprises to transform and rationalize their applications portfolios.

Listen to the podcast. Find it on iTunes/iPod. Download the transcript. Sponsor: HP.

Dana Gardner: Hi, this is Dana Gardner, Principal Analyst at Interarbor Solutions, and you’re listening to BriefingsDirect.

Today, we present a sponsored podcast discussion on the rapid and massive shifts confronting enterprises as they adopt more mobile devices and broaden their uses of cloud services.

In many ways, the mobile device explosion and the cloud computing ramp-up reinforce and support each other. Cloud services make mobile devices -- like smartphone and tablets -- more productive, while making users better connected to enterprise resources and work processes. On the other hand, mobile devices -- with their ubiquitous, non-stop wireless access -- make cloud-delivered applications, data, and services more relevant and more instantly available anywhere.

By leverging cloud and mobile, applications can be supported by a common, strategic, architectural, and converged-infrastructure approach. Furthermore, by making cloud-delivered applications and data context-aware, delivering enterprise applications to any device securely can then be done at a reduced cost (when compared to conventional applications infrastructure models). It therefore makes little sense to have unique stacks beneath each application for each application or device type.

So how do enterprises adjust to these mobile-cloud, dynamic-duo requirements in the strategic and a proactive way? How can they leverage and extend their current applications or identify which ones to fold and retire?

It’s clear that radical, not incremental, adjustment is in order to make sure that the cloud-mobile era is a gained opportunity and not a fatal or devastating misfire for IT operators -- and business strategists alike.

We're now joined by a guest from HP to explore the promises and perils of adjusting to the cloud-mobile shift. I'm here with Paul Evans, Global Lead for Application Transformation with HP Enterprise Business. Welcome back to BriefingsDirect, Paul. [Disclosure: HP is a sponsor of BriefingsDirect podcasts.]

Paul Evans: Hello, Dana. Good to be here.

Gardner: As I've mentioned, we have a lot of active trends unfolding, and we’ve talked about some of the shifts going on. But it seems that this combination of the move to mobile-device adoption and cloud computing is in some ways an enormous opportunity. Yet it’s also making people befuddled. They’re not sure how to tackle these both at the same time.

Radical transformation

Evans: I don't use these words lightly. We have to go through a radical transformation now in terms of our applications. There are these new technologies, part of the megatrends that are affecting organizations. These megatrends encompass things like evolving business models, a changing workforce, and the introduction of new technology.

And all of those are pressured onto an organization today. People are trying to figure out what’s the best route; which one should I ignore, which one should I exploit, and what should I be doing?

In the technological world, we have the world of cloud, and we have the world of mobile. We cannot ignore them. People can’t abdicate and say, "I'm not going to go do it." It's not going to be that way.

At the same time, the CIOs and senior stakeholders are looking outward and asking what are these new technologies, what could they do for me, how could they improve customer service, and what will my competition do?

They also look also over their shoulder and say, "I spend 70 percent of my IT budget keeping the applications I have today working. I probably don’t have enough budget or resource to do both. So the question is, which one of these should I spend more of my time on?"

The answer is that you really can’t afford not to spend time on either. So it's a balancing act between how I encompass the new and exploit it, and at the same time, what do I need to do with my existing applications.

Although we see the world of cloud and mobile as very new-age, very sexy, and all the rest of it, at the end of the day, people have to sit down and deal with what the environments they have right now. They may not be so exciting. They may not be so new-age, but at the end of the day, they make products, count money, and run the organization as it is today. They are the legacy applications.

Gardner: It also seems that they need to find ways to do this holistically. To go at it piecemeal almost subverts the total benefit, particularly if you look at it from a cost-benefit analysis perspective. Have you found in working with large enterprises, as I know you do, that those that attack this strategically or with a master plan, have an advantage?

Evans: Absolutely. It always pleases me when I sit down with a customer who says, "We have to take stock. We have to make a plan. We're not going to do this one day at a time or a week at a time. We have to appreciate how we are going to exploit cloud.

What applications that we have in the back-end server environments are we going to bring forward to the cloud to service a mobile environment? What we are going to do about the use of mobile within our organization and what we are going to do about serving our customers better through mobile devices and the technologies that go with them?"

Some big traps

It always pleases me when people want to make a plan. I may not be the most strategic person sometimes, but I appreciate it in this instance. There are some really big traps that people can fall into here doing something on the fly and then, in six months time, regretting they ever went down that route. Andy Grove, the former head of Intel said that this is a major inflection point.

This year people are predicting that if you count the amount of smart phones and tablets that will be shipped, i.e. bought, that it will be greater than the number of desktop, laptop, and network PCs. So we're tending now toward an inflection point in the marketplace that says more people will interact using mobile devices than they will static devices.

That trend isn’t just a blip for 2011. That continues as we accelerate, as people just get more comfortable with using that technology, as functionality improves, and security and manageability come under control.

We're at that point now. That’s why we use this term radical transformation, because for the people that really want to exploit this, they're making their plans, they're drawing up their action lists of what they have to do, both at the front end with the mobile and cloud environment, but also with their legacy environment.

Gardner: This is really a departure. In the past we've seen trends and rapid changes in IT, but I don’t think we have seen something that’s happened quite as wide spreading and globally. We're seeing this simultaneously in advanced economies across multiples verticals. It's as if even the organizations or regions of the world that may have been catching up in some other ways are leap-frogging and therefore adopting mobile devices even more rapidly.

This isn’t like, "I'll bring in some additional servers and move toward an n-tier architecture, bring in some applications, have coexistence and migrate them out to a branch office over a two- or three-year ramp up process." This is something that’s happening rapidly, more rapidly than we thought, and perhaps more pervasively globally than we thought.

They want to get things delivered. They want decisions made. More and more of the population has grown up with the ability to do things instantly.

Evans: The term that people are using is the consumerization of IT. I'm not quite sure what that actually means. To me, it’s driven by impatience and that’s not a negative thing. Impatience is not regional, and therefore, no matter where you are in the world, people want it now. They want to order things. They want to get things delivered. They want decisions made. More and more of the population has grown up with the ability to do things instantly.

Their impatience is forcing people to do things right now. Therefore, there's the expectation level of I expect, when I click on a device, I should get a response in an amount of time that may be immeasurable. If you wait a second or two, then people say, it’s running slow. You don't have to think really far back, that if you ordered something on the telephone, let’s say, then the normal period was that you will get it within 28 days. We accepted that. That's gone out of the window, gone.

That puts pressure on enterprises to deliver it, and the consumer is not acting alone. The consumer is saying, "I want you to send me a book. I want to download music. I want to order a holiday. I want to get a confirmation of a bank statement, or whatever it maybe, and I expect it right now."

Therefore, the systems that are serving up that information are the back-end systems. These are not new systems. These are the old systems. So, it’s this radical transformation. It’s dealing with the fact that we have to adjust those back-end systems to deliver up information to a wide plethora of different platform types, whether it will be smart phones, tablets, traditional notebook PCs, or desktop PCs.

This is going to be pervasive. This is the way we're going to do things for the foreseeable future. Therefore, if we don’t get it right now, we stand a risk of making decisions about platform types or architectures, or whatever it may be, that within six months, we’re going to say that it wasn’t such a good idea.

Never been here before

I meet so many customers now that are saying, "We’ve never been here before. We’ve never been with this volume of devices. We’ve never been through the fact that over half of our workforce now brings their own device with them into the office."

They're sending out policy documents that say, "you shall not do this," and it's totally ignored. The changing workforce has a totally different level of expectation as it were, of what's possible, just in terms of the amount of transactions that are performed over the net or 20,000 applications downloads in a minute.

These are transactional rates in volumes that we've never seen before. Despite a lot of our previous experience, you just can’t leave it and say, "It worked five years ago. It’s going to work for the next five years." That's what our customers are dealing with today.

Gardner: This isn’t just happening with applications delivered through an employee local area network (LAN), we’re talking about business-to-business (B2B) applications and data being served up, consumers increasingly being part of the revenue mix when applications are delivered through their mobile devices. It’s increasingly important for the organization to be delivering applications across different types of users, different parts of the globe, different types of device interfaces.

So it gets back to this common notion of a singular comprehensive infrastructure. We have mobile and shifting requirements and we’re also seeing the need for efficiency on how applications are served up.

One of the questions we get all the time is what percentage of my applications or products should I be moving to the cloud?

Paul, what are you seeing in terms of how organizations are putting the numbers together, and say, "What’s hybrid cloud or a hybrid cloud model bringing to the table in terms of how to solve this?"

Evans: There are two critical questions have to get answered. One is the organizations that are going to move applications to a cloud environment are not going to move all of them. One of the questions we get all the time is, What percentage of my applications or products should I be moving to the cloud? And of course the answer is ... It’s not a percentage thing. It’s the type of application.

It’s still formative times, but in HP’s view, clearly applications that probably are not embodying intellectual property would be a type of application that's well served moving into the cloud. And, any form of application including servicing, providing a service across a wide population of users as well, especially those who are obviously in a mobile environment; applications that are productivity-centric.

You really want to drive the cost down as low as possible for any of these productivity applications. There's no sense in running on aging infrastructure where the costs are high. You really want to be getting the cost down, because if it’s a productivity application, it doesn’t differentiate you. And if it doesn’t differentiate you, then why would you spend anything more than the minimal cost?

So put those productivity applications onto the lowest cost environment where you couldn't provision an infrastructure that has this elasticity that the cloud environment provides.

No clear line of sight

That's the first thing, organizations are focusing on and saying, "How are we going to start to bring forward some of our applications that we’ve had buried in the data center?" And some at extremely high-cost. We find working with people that there still are some applications where there may not be a clear line of sight into just how much that application is costing and the infrastructure it’s running on.

You might say we are spring-cleaning a little as we go into organizations and help them understand what are the top candidates for applications to move to the cloud. What we're doing is unearthing the portfolio of application through the work we do, and saying to the CIO saying, "Did you realize that you have this number of applications and that you're spending this amount on those?" Of course, the usual answer is, "No, I didn’t know I had that many." Usually, what we uncover is there is about twice as many as people thought.

They do consume a lot of cash. So, in this spring-cleaning. We're moving applications from back-end environment to the cloud. Then we have an opportunity to rationalize the portfolio. Rationalizing the portfolio had two big impacts. One, it takes cost out, which means that you can consider that as saved money or money that can reinvested in the mobile world.

But also you're taking out complexity. Every organization, I think, would agree at the moment that their environments are too complicated, and by virtue of being to complicated, it makes it difficult to change them, and people are looking for agility and flexibility.

So first things first. When we're talking to organizations, what we're trying to understand is what are the candidates that can move to the cloud, and that’s a big hot topic. A lot of our users and customers say, "We sort of get our head around cloud. That’s okay. We can see it’s a different paradigm. It has a different cost model. It helps me with provisioning. Life’s good."

The technical challenge is to support this environment agnostically and say, 'We don’t care what you're using.'

So they can get their head around that, and as you can tell by just reading the press and listening to what goes on in the world, you would say people are on the move with cloud.

On the other hand, when they are looking from the outside in with mobile, there is less of a precedent there. The sharp customers that we are working with are saying, "We don’t want to fall into traps. We're going to build an environment that suits one type of mobile environment and we are going to be able to test it and manage it." They know that they don’t have that order of control. The days when it was, "You shall use this device, and that device we know how to work," have gone.

If you think back to mainframe days, people had to use a 3270 device. That was it. It was defined by IBM. That’s the way you're going to do it. And if you didn’t have one, then you didn’t get to participate. The world is now totally the other way around.

The technical challenge is to support this environment agnostically and say, "We don’t care what you're using." What we can do is understand how to manage and provide the right level of security to that device, whatever that device may be. Maybe you come inside the network and that’s going to be a high performance network these days, because of the whole issue of impatience.

As I said, the volume and the variety of platforms are unprecedented. Even though we had the PC world, the PC as the client was a single entity. It had some interesting characteristics initially, but there was one brand. What we're dealing with now is many different ways. Therefore, we have to understand this from an agnostic standpoint, so that the consumer can continue to use the device of their choice and can get the services they require from this new cloud and server environment.

Virtuous adoption

Gardner: I've been speaking to some organizations recently where, as they’ve moved to cloud to support these new requirements, they’ve also recognized that there is virtuous adoption benefit in terms of efficiency. As they solve some of these issues around wide area network (WAN), around converged infrastructure supporting applications, transforming applications from their older platforms into new modern ones. And they're also gaining efficiencies through virtualization, and higher utilization rates.

They're able to do disaster recovery more quickly. They're able to reduce the total amount of data, because they're consolidating and they're removing redundancies of data. They're able to remove redundancies of application instances. They were able to license at the data center levels, and so on.

Suddenly, they say, "We're doing more. We're doing it differently, but we're actually doing things at a far more efficient level, and therefore, our costs over time are coming down, particularly if you focus on the operational level." So is there is a daunting challenge to moving to cloud in order to support many different things, including mobile, but in doing so, are you setting yourself up for longer-term efficiency?

Evans: The sharp customers and the sharp organizations out there have realized that already. Over the last 30 or 40 years in computing it's been totally organic. Unfortunately, we as vendors keep bringing out new things. While someone is trying to work with the old, we bring out something new, and they say, "How on the earth are we meant to develop an architecture and understand how to get the best out of this?"

What's happening now is that by virtue of the tidal wave, computing is going to be pervasive. It’s not going to be just the realms with data center and the few selected people that used to get access. Everybody is going to have this. Then it’s not only everybody, but it’s also these 13 trillion devices that are going to be connected to the internet, that don’t have people attached to them at all.

As people look at things like cloud, they're beginning to realize the applications that they can class as productivity.

They are devices that are monitoring things, whether it’s energy usage or whatever and then pumping that data into the Internet. As organizations begin to realize that the world is going to change, their view is going to be "We need architecture."

By virtue of developing an architecture, people are beginning to realize, as they begin to take stock of where they have been spending their money, that they have in the past and may have an opportunity to drive more efficiency and effectiveness into that organization, whilst at the same time delivering innovation.

So I think this inflection point can have some really good signs about it. As people look at things like cloud, they're beginning to realize the applications that they can class as productivity.

We ask them where they run certain productivity applications And everyone would say HR. Invariably we get the answer that it runs on a mainframe. And we ask why they run the HR system on a mainframe? Well, because it’s important. Of course it’s important and it’s vital, but it isn’t differential. It doesn’t give you some competitive advantage in the marketplace. It’s definitely absolutely necessary as a core part of your business. Just provide that service, but it’s not core in the sense that it gives you differentiation.

So you're right. It’s forcing decisions on people now, because the people that appreciate that this radical transformation is something that they can’t stop and they should exploit, rather than trying to ignore. People are actually seeing that there are significant efficiencies to be gained from deploying these new technologies.

Radical nature

Gardner: Let’s revisit the radical nature of this response that organizations need to have. In order to appreciate how rapidly and radically they need to shift, they need to appreciate how their requirements and the demands and their expectation are shifting, and a very good example is the travel industry, because the vertical is clearly needing to respond.

All of us or many of us travel, some more frequently than others. And, we have a sense of how fast things are changing just in a matter of months. We've seen going to the gate at an airport become a different experience with different expectations. People are using mobile devices and not even going near paper anymore, recognizing that a scan device works just fine.

It’s amazing to me how consumers have adopted this very rapidly. They see something that works better and they go to it. It then becomes incumbent upon the airline businesses to support that.

So let’s look at an example of how things are shifting and let’s visit the vertical industry of travel. What would you see happening there that is a harbinger of what others might expect in other businesses?

Evans: What’s interesting is that there are always industry "skews" of technology. We have a tool in HP called the Business Value Framework. What that tries to do is interpret where the business wants to go.

If you can serve people better, if you can give them better information, then there is highly likely that they are going to come back as a repeat customer.

Ignore the technologies for a moment. Where are the line-of-business people wanting to drive their business going forward? If you're in a business where it's relatively difficult to differentiate yourselves, where it’s more commoditized -- and you could argue the airline industry is relatively commoditized -- then what people are going to look for is how we're going to have that small differentiation that makes us better than the rest of the world.

When you look at this business value framework and you look at things like services and transportation, what comes through very loudly is customer service and customer satisfaction is key. If you can serve people better, if you can give them better information, then there is highly likely that they are going to come back as a repeat customer.

You don't want to spend a truckload of money dragging people to your airline and then displeasing them, so they go to somewhere else, because that's makes the whole initial effort worthless.

What people are looking for is obviously loyal and devoted customers who come back and back and back, and that all comes down to deliver customer satisfaction. One of the customers we've been working with, Delta Air Lines, has really put that at the forefront. They can provide very rich, very high quality information, so that people know what's going on.

Range of devices

Working with Delta, they've been providing to a range of mobile devices, like smart phones, tablets, etc., but also to traditional desktop environment, rich information, not only when you're waiting for the plane, but also when you're on the plane by virtue of seat-back videos screens so that people get a continuous feed.

If you're flying from A to B to C, you're going to change planes in the middle. If you're going to miss your connection, you usually sit on the plane, knowing you're going to miss your connection, and then what are you going to do? That means you get off the plane, queue with 500 other people, and then you eventually get another plane -- eventually -- all the time trying to figure out how you can tell your family why you are late and rest of it.

Delta is trying to provide an environment that says while you're on one of your airplane, it's already working out the next connection and it will give you that information on the plane. It will give the e-boarding card. It will send you the vouchers that would allow you to get some refreshment, all to your mobile device, so that all of that stress and angst that you’ve had traditionally gets taken out. In a commodity industry that's the sort of thing you have to do to be different from the rest.

We see that in a number of industries. We see people today delivering and developing mobile applications, particularly in the commodity world, to deliver up a much higher level of customer service and satisfaction.

That's the thing that means we're going to go back again and spend our money with them again, as opposed to a competitor, because in this world of internet it's so easy to switch. Brand loyalty, customer loyalty, may not be things of the past, but something you have to work incredibly hard to achieve. That's what people are utilizing these new technologies for predominantly.

What they value are things like structured workshops, to have an open debate between technology and business.

Gardner: So to recognize that convenience is the killer application, the ability to serve up the data in real-time to any device, to allow the participants in a business process to interact with that process, to make changes, basically what we would call change management, for a consumer is simply convenience.

This requires an awful lot to happen in the back end. What is HP bringing to the table to help organizations like Delta or others that don't have a precedent to fall back on that are finding themselves faced with fairly complex challenges and looking for that strategic view? How is HP adjusting to the market itself in order to accommodate these kinds of clients?

Evans: What we are definitely doing in some respects is using the experience we built up in dealing with people's legacy environments and understanding what they value. What they value are things like structured workshops, to have an open debate between technology and business that says who is leading, who is following, where are we going, and what do we need?

A lot of the things we do in terms of those initial services set the scene, so that we just don't leap in and decide, "Well, we're going to support X device. We're going to provide this app on it." And then, six months later, we're struggling with how we're going to deploy that app over multiple platforms and how we're going to use new technologies like HTML5 etc. to give us that agnostic approach?

It’s this convergence between the mobile world and the traditional world, because we believe that’s the big thing. We can talk about the sexy front end, the smart phones, the pad environment -- and it's great to talk about those -- but at the end of the day, those devices only really get to do what they are paid to do, when they connect to rich and meaningful information at the back end. So for this convergence we sit with users, sit with the CIO, and understand what is it that they're going to be converging in terms of information from the back end and the utilization of the mobile device on the front end.

Put into context

Then, how do we connect those together? How do we sit down and say, "What sort of speed of transaction, what volume of information are we talking about here," and obviously understanding that. That information has to be put into context now for the device of the front-end. If you're delivering this to a smart phone, it has to be represented in a totally different way than if you were going to deliver it to a desktop PC or, in the middle, a pad.

So the point being is we've got to be aware of those. We’ve got to be aware of the user’s context and understand what we can and cannot deliver to them. But I think behind the scenes, and of course, this is where the consumer says, "I don’t really care," but the whole management and security that you put in place, and HP has spent a lot of time, and a lot of effort, and a lot of money in acquisitions and development of technologies that allow people to manage and also provide a secure environment, to those devices that are at the front-end.

Gardner: Of course, this does require the complete view of network storage, hardware, software, integration, hybrid cloud development. It’s really astonishing to me how this really impacts just about everything when it comes to IT. This is not something that’s a bolt-on type of affair.

Evans: Absolutely not. As I said earlier, those are sort of the quick wins that people are saying that you can just bolt-on. "Oh well, we used to send out data to desktop PCs and then laptops or whatever. This is just an extension." This is not. This is different. This is a paradigm shift. This is an inflection point. Whatever managerial business term you want to use, this is a big deal in their mind.

There are serious challenges. I wouldn’t for a second say this is a piece of cake. Just ring us up, and 30 days later you get a solution. It is not like that. This is a big deal. There are serious challenges and therefore they need serious people to fix them. We're into understanding how you get this end-to-end view, because if you only look at a piece of the puzzle, you aren’t going to build what is absolutely necessary.

There are serious challenges. I wouldn’t for a second say this is a piece of cake. Just ring us up, and 30 days later you get a solution. It is not like that.

Gardner: Before we sign off Paul, are there some salient resources to which you could point people to acquaint themselves more with what we've been discussing, particularly on how to solve some of these issues?

Evans: On -- if you type in, there are a plethora of different links there for people to read up on things, watch videos, whatever. We're also developing a digital repository for predominantly video material. We find that our customers are very clear in telling us that they like watching short, sharp pieces of materials that are being videoed, so they can get the message quickly and get offline.

Maybe the days of reading a 20 page white paper are gone, which I am not sure is true, but definitely our clients told us very clearly that they like watching videos. So we're developing a whole series of video-based material, whether it's on application rationalization, application modernization, mobility in the enterprise world, or infrastructure.

The intention here is not to hear from HP, because we will do what we're paid to do, which is trying to convince you we have some very smart people in technologies and products, but also hear from industry experts, hear from our customers about what they're doing, how they're doing it, and the sort of benefits.

So if you stay in touch through, we'll always point you to materials that in some instances are not being delivered by HP, but just hear from our customers and hear from industry analysts about really what is now possible.

Gardner: Well, great. You’ve been listening to a sponsored podcast discussion on the rapid and massive shifts confronting enterprises as they adopt more mobile devices and also broaden their uses of cloud services. We've heard ways of the cloud mobile era is a potential opportunity, but also has some pitfalls in terms of how to approach this and that are comprehensive and strategic overview, seems to be working for many of the early adopters that are succeeding.

So I want to thank our guest, Paul Evans, Global Lead for Application Transformation at HP Enterprise Business. Thanks, Paul.

Evans: Thanks, Dana.

Gardner: This is Dana Gardner, Principal Analyst at Interarbor Solutions. Thanks again for listening, and come back next time.

Listen to the podcast. Find it on iTunes/iPod. Download the transcript. Sponsor: HP.

Transcript of a BriefingsDirect podcast on how consumer-driven platform variety and advancing cloud services are requiring enterprises to transform and rationalize their applications portfolios. Copyright Interarbor Solutions, LLC, 2005-2011. All rights reserved.

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Tuesday, April 12, 2011

Hastening Trends Around Cloud, Mobile Push Application Transformation as Priority, Says Research

Edited transcript of a sponsored podcast discussion on converging forces compelling enterprises to take a close look at their application portfolios.

Listen to the podcast. Find it on iTunes/iPod and Download the transcript. Sponsor: HP.

Dana Gardner: Hi, this is Dana Gardner, Principal Analyst at Interarbor Solutions, and you're listening to BriefingsDirect.

Today, we present a sponsored podcast discussion on the fast-moving trends supporting the rationale for application transformation. We will see how these same trends are pointing to a deeper payoff from the well-managed embrace of hybrid computing models.

An added requirement for application transformation is to make them available more securely, even in these hybrid implementations, while adding automation and governance features across their entire service lifecycle. We also have some new research that describes how top level enterprise executives are reacting to these fast-moving trends, buffeting nearly all global businesses. [Disclosure: HP is a sponsor of BriefingsDirect podcasts.]

Lastly, we'll examine some new products and services from HP designed to help companies move safely, yet directly, to transform their applications, improve their hosting options, and free up resources that can be used to provide the innovation needed to support better business processes. It's and the support of business processes, after all, that’s the real goal of these activities.

I'm here with an HP application transformation expert to dig into the new research and to better understand HP’s response to these market and technology shifts. Please join me now in welcoming Paul Evans, Worldwide Lead for Application Transformation for HP Enterprise Business. Welcome back, Paul.

Paul Evans: Thank you, Dana.

Gardner: Let's dig into these some of these trends. We're looking at things that are moving very rapidly. We have some mega trends. We're looking at new business models. We're still digging our way out of a very deep recession. Paul, give me the landscape, if you will, of what’s going on and why now is such an opportune time to look at applications.

Evans: We see three mega trends, and we validate this with customers. We haven’t just made these up. And, the three mega trends really come down to firstly that people are evolving their business models.

When you get recessionary periods, hyper growth in particular markets, and the injection of new technologies, people look at how to make money and how to save money. They look at their business model and see they can make a change there. Of course, if you change the business model, then that means you change the business process. If you change the business process, the digital expression of a business process is an application. So, people need to change their apps.

So, you change your model and the process and need to change your app, because for most people now, the app is pretty much the digital expression of their business. For many of us, when we go online or do some form of transaction, at the end of the day, it’s an app that is authenticating this, validating the transaction, making the transaction, whatever it may be. That’s one mega trend we see happening.

The second mega trend is that technology innovation just keeps on going, whether it’s the infusion of cloud architectures that people are looking towards, or the whole mega trend around mobile connectivity. That is a game changer in their mind. It’s a radical transformational time for applications, as they accommodate and exploit those technologies.

No precedent

Some people just accommodate them and say, "Okay, we can do things better, maybe less expensively. We can be more innovative, more flexible in this way, or maybe we can do things differently. Maybe we can do things like we have never ever done them before."

I don’t believe there's any precedent for the mobile evolution that we're going to see coming towards us through smartphones, pads, or whatever it may be.

We can't look back over our shoulder and say, "What we did five years ago we'll just do that again, and it will be wonderful." I don’t think there is any precedent here. There is an opportunity for people to do some really innovative things.

Third, it’s the whole nature of the changing workforce. The expectations of people that are joining with the community every day on the net is very different from the people at the other end of the spectrum and their experience.

When we look at young people joining the net and when we look at young people coming into the workforce, their expectation is very high in terms of what they want, what they need, and what they would like to achieve. This is in terms of the tools they utilize, whether it’s social networking, whether it’s just the fact that their view is that they are sort of always on the network, whether it’s through their mobile or whether it’s through their notebook or whatever device they use.

When we look at young people joining the net and when we look at young people coming into the workforce, their expectation is very high.

They're always on, and therefore the expectations of those people who are going to be with us now for the next 60-70 years is starting from a position of, we have always known the web, we have always liked the web, we have always had the web. So their view is, we just want to see more of it and better. We want to see things as services rather than processes. The expectation of those people is also having a lot of effect. Those three mega trends affect the way that organizations have to respond.

Gardner: Applications, of course, have been very important for quite some time, whether the computing model was mainframe or client-server, or distributed web. What strikes me as different now, Paul, is that these applications are coming from different places, and we're using bits and pieces of applications to support processes and we need to have them accessible at any given time, hence your instant-on. We're looking at not only a shift in technology, but even the definition of an application is up for grabs. Would you agree with that?

Evans: Oh yeah, and this area is so close to my heart. There were days when you got most of your apps from the IT function, because they were central. So you got a window onto them. You got a device that allowed you to access them.

We went through the PC revolution and we all wandered off to the store on weekends and bought that shrink-wrapped software, which, of course, drove the IT function crazy, because then every desktop was different and we got support issues.

Then, you wanted a bigger PC because you were running more software, even though the IT function didn’t actually support the software. So, you had sort of anarchy breaking out. Then you had the response to the anarchy which was, "No, there will be a desktop. It will be this. It will have this suite of software. And, God forbid you put anything extra on it.

So, people did the obvious thing. Well, they said, okay, fine, we'll do it at home then. They built an environment at home that reflected their lifestyle, their wants, their preferences, their platforms, and apps.

Mobile platform

Then, the walls started to come down, because once we got into this whole notion of the mobile platform, people realized that they can sit at home and download apps, a lot of them for non-business purposes, games, or whatever, but a lot of them for data access, data manipulation, and data presentation.

So, there were a lot of guys sitting at home in the evening -- and when I say guys, I mean in the generic sense, male and female -- saying, "I can do this better. I can make this look nicer. I can do this processing on a device that I can just sit on my couch while watching the TV and do something with."

The whole expectation around the application is changing and I think it’s irreversible. We're not going to go backwards. We're going to keep on driving forward, because people like HP and others see the real value here. We're going to start to have a different approach to apps. It’s going to be more component driven and it’s not going to be monolithic.

We have to go away from the monolithic app anyway, because it’s not a flexible device. It's not something that easily delivers innovation and agility. People have already understood that the cost of maintaining those monolithic, legacy applications is not acceptable.

On the front side of that, there are people who say that the future holds great things. The future holds the ability for us to not only download apps, but maybe download components of apps. Whereas mashups today are in the realm of the more technically oriented, mashups are going to find their way into our everyday life.

The future holds the ability for us to not only download apps, but maybe download components of apps.

People do it today. They send an email to their friend and say, "By the way, if you want to come to my house, here is the link to the map with the driving direction." It’s a very simple mashup, but it's something that is very effective.

We're going to get far more sophisticated in how we do those things, and they'll be tailored to this whole notion of context awareness. So, they'll understand where they are and what they're doing. Things will change by virtue of the context of the person, where they're based or what device they are using.

I really get excited by the fact we're just starting down that road, and there is a lot of good stuff more to come.

Gardner: So, people are going to have the ability with their business processes, just as they do in their personal lives, to intercept and react to events, to data, and to changes. They're going to do this 24x7, based on what works for them or what’s important for those business processes.

It sounds like we’re into an instant-on enterprise always and forever. That's the vision. It seems inevitable. Many organizations are well into this, but it seems that CIOs are caught in the middle, if the expectations are high, but their capabilities are rooted in the past.

What's going on with these higher-level business executives who see and appreciate the vision and understand how this will benefit their business, but aren’t quite sure how to get there?

Blurring lines

Evans: You're right. You put it in a nutshell. In a way it's sad when we say our personal lives and our business lives are blurred into one. If I'm talking to a lot of customers at the same time, maybe I’ve got a regional audience, I'll ask how many people do email on their holiday? I never actually want to know the answer, because I know what the answer is going to be. About 95 percent of the hands go up.

So, do we ever switch off? The answer is probably no. Maybe we just switch off a little bit of the time, but this whole notion these days of always on, instant-on, or whatever is something that unfortunately is here to stay. We just have to be somewhat disciplined, sometimes saying that we don’t need to be on today. We could afford a day off.

If I'm a CIO or in senior leadership of any organization, I look one way and I see that the apps are actually running my business today or they’re making my profit, measuring my profit, measuring my revenue. Those apps have a real value, because they have embedded intellectual property that means something.

It's not a productivity app. Productivity apps are relatively straightforward, because you could get that from somewhere else. I could potentially get it at a different price, and we really do talk to our customers very hard about that.

We tell them to understand what's core to the business and understand what is productivity. Because if it's productivity, which is not going to give you any fundamental differentiation, then you really should be purchasing at the lowest possible price.

If you're looking at core applications, something that is fundamental to your business, they're not so easy to just move around.

You can look at an on-premise supply, you can look at off-premise, you can look at outsourcing or out-tasking, or you can look to the cloud. There are a lot more choices available to people who maybe could lower the cost, and that has a direct impact on the bottom line.

But, if you're looking at core applications, something that is fundamental to your business, they're not so easy to just move around. The CIO looks at those and say, "I’ve got this massive investment. What do I do?" Then, he swings around and sees the world of cloud and mobile heading towards them and says, "Now I'm challenged, because the CFO or CEO is telling me I need performance improvement, if I need to get into these new markets whatever it maybe."

At the same time, they needs to cut cost, be really innovative, and explore all these new technologies. He wants to understand what he's going to do with the old ones, which may take money and funding to achieve. At the same time, he wants to exploit and be innovative with the new. That’s a very difficult position to sit in the middle of and not feel the stretches and strains.

We sit with the CEOs on their side of the table and try and understand the balance of what business is looking to achieve, whether that would be improvement in product delivery or marketing and customer satisfaction. The things that people look to a technology group for and say, "Our website experience is losing its market share. Do something about it," that’s in the CIO’s regime. He looks around the other way and says, "But, I have got all these line of business guys that also want me to keep on making product or making whatever and I need to understand what I do with legacy."

So, we sit on their side of the table and say let's make a list, let's prioritize, let's understand some of the fundamentals of good business and your technology and come up with a list of actionable items. You got to have a plan that is not 12 months, because this is not a 12-month thing.

Gardner: You and I spoke recently about the pace here. We’ve seen the transitions over the past 15 or 20 years, but I don’t think either one of us has seen anything happen quite as rapidly as this mobile, cloud, data, and behavioral shift. They all reinforce one another. Now, you wanted to plumb into that and find out a bit more. So, you’ve done some research. Here in the spring of 2011, people understand that the stopwatch has been clicked, the time is ticking. What were some of your findings?

Fundamental audience

Evans: We actually went to the C-suite -- the CEO, CIO, and CFO -- and just tried to understand from them how they see things, because they are clearly a fundamental audience that we need to work with and understand their opinions and how their opinions have changed.

Two or three years ago, during the heavy economic times, cost was all it was all about. Take cost out. Take cost out. Don’t worry about the functionality; I need to take cost out. Now, that’s changed. We've seen, both from the public and the private sector, the view that we've got to be innovative. Innovation is going to be the way we keep ourselves different, keep ourselves alive the way we move forward.

A business requirement is that we need to innovate. If we stand still, we're probably going backwards. I know that sounds ridiculous, but you have do more than just keep up to speed. You've got to accelerate. And, we asked the C-suite if innovation therefore is important.

Ninety five percent of the people we talked to said innovation is key to the success of the organization. As I said, that was both public and private. Of course, the private sector would, but why would the public sector, because they don't have any competition? But, they are serving citizens who have expectations and want the same level of service that we see from a private organization in the public domain.

So, one, the audience said to us that innovation is key. Two, we didn’t see any massive difference between public and private. Then, we asked them how they relate innovation and technology. Basically, they told us that technology is the innovation engine. It is the thing that makes them innovative. They're going to have new products and new services, but whether the technology is involved in the front end or the back end of that, it’s involved. It’s not an administration function anymore. It's the life blood of what they do.

They told us that technology is the innovation engine. It is the thing that makes them innovative.

So it's not HP saying this. It's our customer saying to us that technology would be the engine that they will use to be innovative going forward. We told them, "Well, technology is a big thing. Are are we talking about mobiles? Are we talking about blade servers? What do you see?

Applications and software that derive more flexible process was the number one area where they would invest first, across all the audiences. So, their view was that they know there are lots of pieces for technology, but if they want to innovate, they see that applications and software is the vehicle that gets them there.

Gardner: They really want to see the expression of the technology and not to be so consumed with the technology itself.

Evans: As I said earlier, we use this term that technology is the digital expression of the business process. It is the business process, and we do it in a digital environment, in a digital fabric, you might say.

Actually, customers will say, "Do you agree with this or disagree with this? What do you think?" And we can give them any of our opinions to start with, but unanimously CEO, CFO, CIO came back and said that applications and software are what it's all about.

Focus on applications

There were three times more votes for that than the second place choice, which was to invest in more people. What it’s saying is that we could apply more people to our process, but way ahead of anything was that we've got to focus on applications in software.

Gardner: You're not going to succeed, if you can’t do that. How is HP responding to this? Now that you understand that their priorities are becoming more in tune with where you've seen the market going for some time, what is your response? What do you take back from that?

Evans: For a long time, it felt like we are bashing our head against a brick wall. We've seen that clients are spending 70-80 percent of their IT budgets on maintenance. The smart guys in the company look around and say that doesn't feel right.

Around 2005, internally, we had a new CIO, Randy Mott come on board. He looked around and clearly felt that there was room for improvement. Our IT costs were not great -- about four percent of revenue, which for an IT organization wasn’t bad. His view was that he could get it down to two, and could make it more flexible, more adaptive, more agile, and more innovative at the same time.

It’s a well-documented case study that HP went through this rationalization, this application portfolio. We went from 7,000 apps to 2,000. Then, we turn our attention to our customers and we see our customers struggling with the same thing.

Since the downturn, there's been a reawakening. Not only are you going to save money, but you're going to do more with less in terms of financials.

For the last year or two, we felt sometimes like an endangered species and banging our heads against the wall saying that we believe it’s the portfolio. Some people, although they appreciated the advice, sometimes ignored it. Maybe before the economic downturn, their view was that is was costing a lot of money, but they could afford a lot of money.

Since the downturn, there's been a reawakening. Not only are you going to save money, but you're going to do more with less in terms of financials. More importantly, you're going to have to get some differential innovation going.

If you look like anybody else, why is anyone going to come to you? If you're going to commoditize, some companies may not want to live in a commoditized environment. So, they need to be different. They need to have something special and treat their customers, products, or services in a different way.

We've been actively on this trail of wanting to help customers get hold of those portfolios, and, you might say, do a bit of spring cleaning. With the acquisition of EDS, we got a lot of people who not so much understood HP, but actually understood other than those environments, so that we could bridge that gap. When a customer says, "I'm running a mainframe. You probably don’t understand those," yes, we do.

What to keep

When a CIO says, "What do I do now? What do I go with? The bulk of my apps are running on the mainframe, and I have a funny feeling I don’t need to do that," we can have a joined-up conversation about how they can migrate from that environment and we understand the nuances. We don't just say to take everything is off the mainframe. We're not that na├»ve. We try to understand what they should keep, what they should change, and what they should retire.

Gardner: Paul, we've spoken a bit about a changed set of requirements here. It’s not just a matter of sloughing off old apps and it’s not just a matter of moving from one compute style to another. We're talking about transformation in terms of what applications actually are, where they come from internal clouds, on premises, or maybe from external clouds. But, we also need to make sure that we've got security and automation, otherwise it doesn’t scale. It becomes more chaotic, and we also need to govern across these different hosting environments.

So, it’s really a very substantial undertaking. How is it that these people don’t feel overwhelmed? What do you bring to them in terms of products and services that helps set the table rather than put them into a deep depression?

Evans: Well, there's nothing I can do about depression, but I’ll try. Anyone who's been keeping their eyes on HP for a while would have seen some significant investments, especially in the software area,, and this preceded the research where customers are telling us that apps and software are pretty important.

The investments in companies like ArcSight and Fortify have been there because, as they say in ice hockey terms, we're trying to predict where the puck is going to go, and we're trying to move towards where the puck will be, as opposed to where it is now.

We've been investing in acquisitions, but also investing in internal R&D, looking at the customer’s environment to see what things are really top of mind.

We've been investing in acquisitions, but also investing in internal R&D, looking at the customer’s environment to see what things are really top of mind. Effectively, we know this change is irreversible. The technology industry, whether you like it or not, never goes backwards.

As I heard on a television program, we are compelled to travel into the future. It’s not being corny. That’s what we're doing. We're looking at this, so the new range of products and services that we're bringing out are around several of those core areas.

One, is that people need to get a real good handle on what they've got. A lot of CIOs we meet and a lot of people we talk to the IT function will openly admit that they have a no clear idea what their portfolio looks like. They don’t know how much it’s costing them. They don’t know what the components are. They don’t know how well they're aligned for the business.

They don’t know what sort of technology underpinnings they've got and what sort of security level they're implementing. That sounds like a pretty terrible picture, but unfortunately it’s pretty much reality. There are definite clients we meet who do know, but they're pretty rare.

Gardner: That's what I find as well -- people really don't know what they’ve got.

Application portfolio management

Evans: You’ve to get your head around that first, because if you don't know what you’ve got, then how the hell can you move forward? So, we've invested a lot in Application Portfolio Management, a new software product, combined that with a whole portfolio of services to exploit it, which really gives people a very rich graphical environment and the ability to understand the portfolio and make decisions.

That's an area we're paying real attention to, because we believe that unless people get that clear line of sight on their sampled portfolio, they're going to have a challenge. Basically, we get a lot of questions. One is, "I've got an applications portfolio. What should I move to the cloud, assuming it’s private? Should I move all of it?" It's probably unlikely you're going to move everything to the cloud, because moving stuff like intellectual property may not be such a good idea.

This whole notion of where we've been in the past -- service-oriented architecture (SOA) and shared services -- is a real underpinning. Some people think SOA died. SOA did not die. It's actually one of the technological underpinnings for going forward in creating these shared services which we're going to be calling a cloud environment.

We tell people we can help them understand which apps are fit to go to the cloud and should go to the cloud. This is how we get them to the cloud. By the way, we'll also tell you the ones that shouldn't.

We get that question a lot. Of course, when you talk cloud, you invariably get people talking about the biggest excuse not to go to cloud, which is that it's not secure.

Unfortunately, there are unscrupulous people who know their way around certain bolt-ons, and have a way of infiltrating.

As I said, we're into irreversible change. We know there may be challenges, which is why the acquisition of companies like ArcSight and Fortify, and what we have brought out recently with the application securities in the product have really changed the rules on security, not to view this as a bolt on.

Anybody that is familiar with the notion of a stack knows we go from hardware at the bottom to application at the top with all the intermediate layers. We could bolt on a security enhancement to a piece of the stack with the view that we’ll stop you coming in.

Unfortunately, as you are aware, there are unscrupulous people who know their way around certain bolt-ons, and have a way of infiltrating. From reports in the press, it’s very clear about what can happen when they do. We've taken is a totally different approach.

Make security something that is inherent within the whole process. So that once you are through the gatekeeper, you can't just have a lot of fun and games inside the code. Once you are in, you're not going to get very far. Also, monitor this in real-time. Don't make this a static process, make it a dynamic process, so that you can dynamically see vulnerabilities and react to those in real-time.

So, it would be the software is saying that it's going to stop this, and stop us from having a problem. There's a big investment for us in this whole notion of security.

Gardner: The security cuts across these products. You’ve talked about an application portfolio management product. What else is coming out here in April?

Hybrid delivery

Evans: Well, obviously, this whole notion of hybrid delivery with the cloud, and looking at different models to deliver things. People are coming to us and saying that they have some productivity applications that maybe they shouldn't be running in an extremely expensive environment. We see a lot of people who run an app on a mainframe. We ask why, and the user responds because they always have. Maybe it's time that it didn’t.

If you're short of cash and trying to be innovative, why would you want to spend a whole truck of cash on something that you don't need to. Go and spend it on something you should.

We need to help people understand how they can migrate their productivity up. Microsoft Exchange is a good example. Big productivity -- messaging is a productivity. Yes, it helps people do what they do every day.

If I'm running Exchange, I can move this to a private cloud environment, still within my firewall. The biggest challenge everybody faces is . how do you provision for it? How much infrastructure do I need to give people the response they are looking for?

The point is how to separate environments that can smooth those peaks and troughs. We believe exchange services for private cloud is the way to do that.

Now, everyone runs out of processing power and everyone runs out of storage. I do every day, especially storage. But, the point is how to separate environments that can smooth those peaks and troughs. We believe exchange services for private cloud is the way to do that.

The flip side is that people that are using the Microsoft Dynamics customer relationship management (CRM) package. Maybe they don’t want to be in the CRM business. They want to build relationships with customers, want to understand who they are and
what they are. Maybe they don’t want to be in the whole provisioning business.

So, what we're offering is what we call Enterprise Cloud Services for Microsoft Dynamics CRM, which says we will put this on our service. The customer just buys a service through the net and pays per usage. If they don’t use it, they don’t pay.

We're going to see a lot more of that style of hybrid delivery where you pay per use. What I want, I use, and I pay for. What I don’t want, I put it back. I don’t have to take any responsibility for infrastructure and storage and all the stuff that goes with it. I want to give that responsibility to someone else and get on with my core business.

Gardner: Let me make sure I understand. You're talking about Microsoft Exchange, email collaboration, personal information manager (PIM). These are very important and aren’t going away, but the way in which you utilize your resources might shift. I think you are saying it's a software-as-a-service (SaaS) model, but not necessarily, purely a SaaS model. It’s kind of shared services -- consume as you need and then pay as you consume.

SaaS model

Evans: It’s a SaaS model and other options. There was a model once where everyone was on premises. Then, the whole notion of outsourcing came in, and people looked at that and felt it was pretty good. So, they went to outsourcing.

We believe that this whole notion will be called "hybrid delivery." It will be a mixture of all of them -- on premises, off premised, people running services inside their firewall as private clouds. It’s actually a public provision service where it will be provisioned for them outside their firewall and then they buy what they want.

Also, one of the components of the announcement we are bringing out is what we call Cloud Service Automation, which we're extremely proud of. This is really for the people who want to get a cloud service up and running, want to do it fast, and don’t want to have to spend the next two years playing computer scientist. They want to get up, running, provisioned, and out there.

It just shows the pace of this market. We brought version one of this product out in January. In April, we're bringing out the next version with a significant level of enhancement around provisioning and manageability, and 4000 scripts embedded. So, people can just assemble things.

Back to the question you asked me earlier about the way the apps are going, this is really assembling procedures where the customer wants to do and can through a drag-and-drop environment. Some people view that as nearly impossible.

This is what we call fundamental building blocks of people that are looking to deploy a cloud environment.

Cloud Service Automation runs on the cloud system, which is enabled by BladeSystem Matrix. What that’s doing is provisioning an infrastructure, giving people the choices of network components, upgrading systems, and their virtualization environment. All of this is through drag-and-drop. It's just staring at the screen and saying they want Linux on that, HP-UX on that, Windows on that, and a VMware on that, and then drop it on.

Then, taking applications again, they want a database here, and all of this by magic happens in the background. And then the real clever bit will provision this for 10,000 transactions an hour. All of a sudden, they hit 11,000 transactions. Now, what happens? We can already program it so that, if we hit 11,000, we're going to burst out and go to another service provider, who we trust, that will take that peak loading. When the peak loading is complete, it will return back into the original environment.

So this is what we call fundamental building blocks of people that are looking to deploy a cloud environment.

Gardner: This sounds exciting, because we're giving people really what they want, which is the ability to be flexible. We are giving the architect the role of deciding how systems work, rather than the administrator, but you are also targeting some very important application sets, collaboration and communication and then CRM.

But if this works for those two application sets, it should work for others. So, I assume that this is just the beginning in terms of the applications you are going to be giving the same treatment?

Irreversible change

Evans: Well, I think we can blue sky it out and say that this is the way it’s going to be. As I said, irreversible change, compelled to travel in the future, all that. But, there is some real sort of down to earth tactical things you’ve got to think about.

Take for example, the client environment. We’ve talked a lot about the server, but the client world is changing at a high speed by virtue of people’s desire to use devices that are not chained to the desk anymore -- whether that’s more portable, notebook type machines, smartphones, pads or whatever. You’ve also got to take into account the fact that there are a lot of enterprise applications that you still use on traditional desktop PCs. You can't ignore those and should not.

A year after launching, about 13 percent of the Windows XP base moved to Windows Vista. So, the bulk of the market stayed with XP for whatever reason. Now,. they're saying they need to make that move, but some of these desktop apps are pretty sophisticated. This is not just simple productivity stuff. This is a part of the enterprise portfolio. Therefore, they also need to get worried about it big time and fairly quickly.

So what we’ve done for our customers is to look at their volume, their desktop environment, and come up with what apps they've got, what they do, are they useful, do they need all of them, could they get rid of some? The ones they want to move forward, do they need to change? Obviously, there are functional differences between XP and Windows 7.

We know all the gotchas. When you’ve used the special feature inside XP, we know how that will translate to Windows 7.

We’ve got some background in this. We’ve got some skills. We’ve actually set up a factory environment, because we think this is a volume thing. This is not ones and twos. This is volume.

By virtue of our knowledge and experience we can give you a very good return on your investment because we know all of the differences. We know all the gotchas. When you’ve used the special feature inside XP, we know how that will translate to Windows 7.

By the way, we can also tell you some things in Windows 7 that you maybe want to use, because that could make your environment more secure, more robust, more whatever. So we’re setting that up as a piece of our application transformation portfolio. As I said, it's not just the client world, but it's the server world as well.

Gardner: How about some examples? Do you have any folks that have been doing this already, that are deploying in this fashion, leveraging for innovation, transforming applications, targeting certain apps and then taking them to a hybrid model? Tell me a little bit about them and what the payoffs are? It's still perhaps a little hypothetical to say if you do this, you get blank, but what's actually happening on the street?

Evans: We’ve actually set up a new program called The Re-Inventors. These are people who have taken a position that innovation is what it's about. The status-quo is not going to get them to where they're going to be. Our first re-inventor came from DreamWorks and talks about the exploitation of fundamental technologies from HP.

Public sector

he second re-inventor we’re announcing is the Flemish Government. Although they're in the public sector, their view was that they cannot continue with paper-based processes. They're inaccurate, inefficient, and ineffective. We’re promoting that as a part of our re-inventors program who demonstrated that they took a very much a paper-based environment and put it into the digital world. They used the digital expression, and are providing a level of service to their citizens that is second to none.

As I said, there is always this view that the public sector has no competition, so why do they have to do this, but they do. If people have the right motivations, and a sense of service, deploying the digitally-based solutions, rather than manual, is absolutely the way to go. That’s what we’re talking about in terms of this new re-inventors program and specifically the Flemish Government.

Gardner: For those folks who have not yet taken the plunge, but see the writing on the wall, how does one get started? How can we learn more about the research that you’ve done and some of the findings and also some of these products that you run out during April.

Evans: People just need to get to their heads around it, because we appreciate it. There are some big questions to answer. We don’t trivialize this. This is not a game. This is serious. Serious problems need serious people to respond.

We have our traditional URL, which is relatively simple, There, you can then go off and explore things that will interest you.

This is not a game. This is serious. Serious problems need serious people to respond.

At a higher level, if people are interested in this whole Re-inventors Program, we have another URL which may be an even better starting point -- There you can learn about the Re-inventors Program, whether app trends, hybrid delivery, or whatever. It's meant to be a resource pool, where you can just sit down and say, "I'm interested in this. Can I find the persons in the same industry as me doing this. Can I go and read about that?"

In the application transformation space as, we set up a TV channel on what we call HP TV. There is a link on the website. You can listen to HP material. You can listen to customers -- the Italian Ministry of Education or the New York Stock Exchange, among others. You can hear Gartner analysts talk about the future of applications, what this whole notion of context-aware or cloud or mobility means. Massimo Pezzini from Gartner is on there talking about that.

We're saying to people that we're trying to help. If they want more, they can come and tell us, whether it's the whole program, which is this whole instant-on program, or whether it’s dropping down into any one of the solution areas like app transformation.

It tells people not only that here’s HP and this is what we do, but we also believe people need some context. It's not only HP, but I want to understand what other people think. We're trying to create that sort of pull. So, we have a link on the CIO Magazine for people who want to join a community.

We're just trying to help people see that this is really important. We have been sort of screaming and shouting for the last year or two, and we believe that people are really onto this now. HP has a role to play in pointing people in the right direction.

Gardner: Thank you Paul. We've been listening to a sponsored podcast discussion on the fast moving trends and some new product supporting the need for application transformation and leveraging hybrid computing models. I want to thank our guest. We've been here with Paul Evans, Worldwide Lead for Application Transformation for HP Enterprise Business. Thanks so much, Paul.

Evans: Thanks, Dana.

Gardner: This is Dana Gardner, Principal Analyst at Interarbor Solutions. Thanks for listening and come back next time.

Listen to the podcast. Find it on iTunes/iPod and Download the transcript. Sponsor: HP.

Edited transcript of a sponsored podcast discussion on converging forces compelling enterprises to take a close look at their application portfolios. Copyright Interarbor Solutions, LLC, 2005-2011. All rights reserved.

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