For most organizations, IT is often organized horizontally at the top, but the skills and traditional support constructs like applications, architectures, storage, servers, networks and desktops may be organized vertically. While this approach has historically been efficient, many individuals have gained technical expertise in their assigned areas and know what their departmental goals are. However, as organizations evolve to adopt a more digital approach, the demands of infrastructures and the new roles that are required for Infrastructure and Operations begin to change and take on a different meaning.
A single digital business service can now be made up of multiple IT systems that have been deployed across a variety of technologies including on-premises infrastructure and public cloud networks. With this approach in mind, hybrid infrastructure delivery is more important than ever and the challenges of implementing, understanding and supporting these new demands require a custom approach and configuration that expands the role of I&O. At the same time, existing teams may be not only continuing to rely on the skills and systems they previously have used to date but will also need to find ways to work with others bimodally to support the goals that are in place for digital business. Some brokerage styles that are common for Infrastructure and Operations organizations include:
- Aggregation approaches that allow customers to know what they are capable of consuming.
- Customized cloud resources that provide fast and easy consumption of curated services.
- Integrating services that allow customers to go beyond the boundaries of a single provider.
- Governance Delivery that helps support cost controls, streamline access, and provide safe use of services provided.
Before implementing one of the brokerage models listed above, Infrastructure and Operations leaders must also start planning for distinct issues that may arise because of implementation. With these considerations in place before adopting a new brokerage model, I&O organizations will be able to begin quickly and accurately providing new services for their customers and taking on new roles that are required. Some considerations to keep in mind during the planning period include:
- What future IT service delivery will look like for the organization and what adaptations are required to perform at a high level for customers.
- How to focus on new or replacement talent for future headcounts to fulfill new roles that are required for I&O.
- What skills or attributes IT staff will require to support new customer interaction styles through help desk or other similar approaches.
Digital businesses that take a poorly coordinated or inconsistent approach to cloud service adoption may introduce new complexities that were not accounted for. In the modern era of digital business, Infrastructure and Operations leaders should be actively investing in brokerage capabilities that add value for their customers that are searching for cloud services. In turn, this makes it a much more compelling reason to work with I&O organizations instead of focusing on a solo approach to finding the services and implementing them on their own.