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 Podcast.com. 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 precedentSome 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 platformThen, 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 applicationsThere 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 keepWhen 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 naïve. 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 managementEvans: 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 deliveryEvans: 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 modelEvans: 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
The 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,
hp.com/go/applicationtransformation. 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 --
www.hp.com/go/instanton. 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 Podcast.com. 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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