BMC has recently developed a new strategic blueprint called the Digital Enterprise Management. What shaped this concept and what, in your idea, is DEM in its current form?
We are on a journey, that is a marathon, not a sprint. For, many years we had BSM, which became outdated and less relevant over time. We believed we needed a new and improved strategic blue print - that being Digital Enterprise Management. We took a step back and realized that we needed to come up with an umbrella where workload automation, performance availability etc worked.
In a competitive marketplace, we felt we need to exploit and take advantage of the disruptive changes that were happening - the Uberization of the market, e-comm digitization and new monetization models - analyst numbers are startling revelations; we have had conversations with the likes of Zinnov, and the understanding of potential has undergone a shift. So, then we evolved this roadmap to help enterprises traverse mainframe -to mobile- to cloud to beyond.
If we are asked, what are the components Digital enterprise automation? Is it ITSM replaced? No, it is ITSM, in its digital format, a categorization of DEM. We haven't created anything new, just repositioned and categorized what exists. DEM, as an umbrella, is a way of doing things - fast, optimized, seamless. Very few solution providers have got the entire mix of DEM, comprising Digital Enterprise Automation, Digital Service Management, Digital Infrastructure Optimization, Digital Service Assurance and Analytics, Orchestration and Policy, each category consisting of tools and framework that will help enterprises move to cloud and after.
How did you get the Digital Enterprise Management conversation kick started and with which communities?
The current orchestration of DEM actually underwent 5 rounds of iteration.
We took DEM in its formative phase to the analyst community and asked for feedback. We approached our large customers such as Vodafone. With traditional businesses changing to new models, Vodafone came back with valid questions such as their return, the value attached to DEM and what is in it for them. We realized we had silo sets in Workload Automation, ITSM and Mainframe.
We then did a vertical analysis asking ourselves what is in it for customers vertical wise? The common thought was we can't just go out there and sell silos. One CDO said, "We don't need a huge POC, we know 150,000 are using MyIT". The rationale was we had to demonstrate a next gen piece to customers that brings all that we had, together, unite the silos into more meaningful units. Then, we had to build use cases. That was when we consciously evolved our case videos (such as BT) to help CIOs, CTOs and the CDOs, to understand what DEM is going to look like.
DEM, in its present form, is a result of all these extensive conversations with the industry.
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