Leaders of infrastructure and operations continue to feel the impacts of expanding digital diversity as infrastructure demands continue to grow. Just a few examples of these infrastructure demands include cloud providers, the use of multiple infrastructure delivery platforms or extensive mergers and acquisitions. But how is this digital diversity further promoting other trends and what challenges can it present new challenges for I&O leaders?
In modern times, leaders of infrastructure and operations organizations are responsible for serving multiple customers with a range of unique needs including end-users, citizen IT, shadow IT and DevOps teams. Outside of traditional IT assets, highly mobile consumer devices and new IoT devices are changing the services that infrastructure and operations organizations must support while other new technologies continue to spiral. One example of this growth is the expansion of hyperscale cloud providers that can push thousands of new features or services annually.
Both I&O teams, and the customers that they serve, currently rely on traditional legacy systems and specific sets of infrastructure management tools and processes that have been compiled over several years. As a result, the infrastructure and operations industry must develop management capabilities that can quickly target new challenges is critical. This is further compounded by the need for three foundational infrastructure areas that are most at risk for exposure. These foundational infrastructural areas include:
- Inventory inaccuracies that complicate challenges in management, measurement and security.
- Exploding analysis complexity that creates a “multi-everything” scenario.
- Identifying issues, or if issues exist, becomes impossible for people to address.
To support new types of services and assets effectively, I&O leaders must identify minimum requirement capabilities and implement them. This not only enables infrastructure and operations organizations to position their investments into the tools and processes they need against other known business priorities, but it also allows for new automated capabilities. Focusing on where returns make the most sense for the degree of investment and flexibility can help determine the right approach to automation and expand digital diversity.
As an extension of digital diversity, I&O leaders need to monitor their investments in AI capabilities through management tool providers. Although AI could take on a large swath of the work required to analyze complex infrastructures, skilled teams of humans can often make decisions much quicker. Now is the time to anticipate the need to build new skills and invest in new tools that can help integrate solutions that enable end-to-end I&O services. Undoubtedly digital diversity will require new assets that organizations currently do not have and, early on, services will lack complementary third-party management tools.
Technology continues to evolve at a rapid pace, and, at the current time, it shows no signs of stopping. For this reason, it is more important than ever for I&O leaders to actively invest in new infrastructures required to improve the digital diversity available both internally and externally for customers that are looking for modern solutions to meet their enterprise goals. To accommodate this demand, digital diversity is an absolute must as consumers continue to look outward for providers that can exceed their expectations.