《联想IT咨询服务-“双态战略”指引的信息系统规划》手册

“BimodalStrategy”GuidedInformationSystemPlanning

LenovoITConsultingService

PREFACE

AccordingtoIDC,digitaltransformationhasbecomethemajorstrategyformostenterprisestomeetvariouschallenges;itisexpectedthatby2018,67%ofworldTop1000companiesand50%ofTop1000companiesinChinawilltakedigitaltransformationasthecoreoftheirstrategy.

Digitaltransformationischallengingenterprises'existingmind-setrelatedwithITvalueproposition!Anumberofrelatedimportantfactorswillchangedramatically,includingenterprises'ITstrategicplanning,ITapplicationconstructionanddeliverymodelaswellasITgovernancearchitecture.

Lenovo“BimodalIT”isexactlyasetofsystematicITconstructionconceptsandmethodsdesignedspecificallyforenterpriseITorganizationsbasedonthechallengeencounteredbyenterprisesintheir“Internet+”transformationjourney.LenovoConsultingServicehelpscustomersbuildaconnectionbetweenenterprisebusinessdevelopmentplanningandITstrategybyusingconsultingservicemeanslike“ITStrategyPlanning(ITSP)”,“ITTechnicalPlanning(ITTP)”and“ITAgileConsulting(ITAC)”,etc.ItisdesignedtoguidecustomerstoaccommodatecontinuousdevelopmentoftraditionalbusinessandinnovativeagileITsupportingsystemleveraging“BimodalStrategy”.

01

1CONTENTS

ImplementationMethodsofLenovo“BimodalStrategy”

01

MethodsforEnsuringSustainableDevelopmentofTraditionalBusiness

02

MethodsforEnsuringAgileDevelopmentofInnovativeBusiness

04

BimodalStrategyDevelopmentModelof“Internet+”VS“+Internet”

05

“BimodalStrategy”AddressingKeyChallengesin

BusinessTransformation

06

MeetBusinessUpgradeandInnovationChallenges

06

MeetInformationSystemOptimizationandTransformationChallenges

07

MeetManagementandControlModelChangerelatedChallenges

10

MeetOn-goingDevelopmentPlanningandImplementation

ProcessControllabilityrelatedChallenges

11

LenovoITConsultingServiceMode

12

CustomerDemandOrientedITConsultingServiceMode

12

ITStrategyPlanning(ITSP)

13

ITTechnicalPlanning(ITTP)

16

ITAgileConsulting(ITAC)19

ValueofLenovoSolution20

Lenovo'sAdvantages20

“BimodalStrategy”GuidedInformationSystemPlanning

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InnovativeBusiness:StriveforInnovation

•CharacteristicsofInnovativeBusiness:

ImplementationMethodof

Lenovo“BimodalStrategy”

Facingcontinuouslychangingcompetitionlandscape,Lenovobroughtforwardtheguidingconceptof“Bimodal

Strategy”.Itisdesignedtomaintainrapidgrowthoftraditionalbusiness,meanwhileenhancingbusiness

innovationcapabilityrapidly,toensurecontinuousrapidgrowthofworldwidebusinessultimately.

In2005,LenovoacquiredIBMPCbusinessandexperiencedrapidbusinessgrowthsincethen.According

tostatisticspublishedinJanuary2017,afterwinningNo.1inworldwidePCmarketin2ndquarterof2013,

LenovosuccessfullymaintaineditsNo.1positionfor15quarters.Inthesameperiod,LenovoacquiredNEC's

PCbusiness,MedioninGermany,cloudcomputingcompanyStonewareinUS,CCEinBrazil,IBMx86Server

business,Motorola'smobilephonebusinessandFujitsu'sPCbusiness.Sofar,Lenovohasevolvedfroma

localPCmanufacturertoaworldwideleadingITequipmentprovider,providingawiderangeofproductsfor

customersfromover160countriesandregionsworldwide,includingPC,mobiledevicesandprofessional

commercialdevices,etc.

TraditionalBusiness:StriveforDevelopment

MatureIndustry

withestablished

standards

Reliable

ClearDemands

thatwill

notchange

foralongtime

Cross-border

Consolidation

with

InnovativeModel

Agile

Breakthrough

Tryto

explore

multiple

Iterations

Figure1:CharacteristicsofBimodalStrategy

Aftermultipleyearsofexploration,Lenovodevelopeddifferentmanagementandoperationmodelsfor

traditionalandinnovativebusiness:

•CharacteristicsofTraditionalBusiness:

Forbusinesssize,historicaldata

isavailableforreference,

predictableandcontrollable

Enhanceleanmanagement,withstrictandcontrollable

managementlogics

ManagementandControlMethod

Development

Strategy

BusinessModel

BusinessSize

Stablebusinesslogicsandclear

customerdemands,salesand

deliverymethodofproductsand

serviceswillnotchangerapidly

Seekforcontinuousandstabledevelopmentspeed,toimproveoperationemciencyandcost

control

BusinessModel:

Nomaturebusinesslogicsforreference,requiregradualexplorationandtime-to-timeadjustment;customerdemandsarenotclear,sometimesit'srequiredtocreatecustomerdemandsandguidemarketdevelopment;salesanddeliverymethodsofproductsandservicesmightbedifferentfromthoseoftraditionalbusiness,evencross-borderinnovationandconvergenceispossible

BusinessSize:

Businesssizeisrelativelysmallininitialperiod,however,explosivegrowthanddramaticfluctuationmightbepossiblewithcontinuousbusinessgrowth

DevelopmentStrategy:

Insteadofprofitability,first-moveradvantagewillbesoughtinearlyperiod;responsivenesstochangesofmarketandcustomerswillbekeytosuccess

ManagementandControlMethod:

Providehighlyfreedevelopmententitlementandresourcerelease,businessteamsandtechnicalteamswillorchestratedhighlyforrapiditeration

MethodsforEnsuringSustainableDevelopmentofTraditionalBusiness

Basedonproductcharacteristics,theexistingbusinessofLenovocanbedividedinto3majorcategories:PC,mobiledeviceandcommercialdevice.Duetodifferentproductcharacteristics,majorchannelsforproductmarketingmightbedifferenttoalargedegreeintermsofpercentageofonlinedistributor,offlinedirectmarketingandofflinedistribution.Lenovobegantoexploreonlinedistributionfrom2010;whileexploringbusinessinnovation,thecompanyalsocarriedoutaseriesoftraditionalbusinesssystemupgrades,primarilyinthefollowingfields:

MobileDevice

PC

CommercialDevice

OnlineDistribution

OmineDistribution

OmineDirectMarketing

Figure2:Lenovo'sBusinessModel

“BimodalStrategy”GuidedInformationSystemPlanning

LenovoITConsultingService

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01

02

03

04

05

•Cross-BrandChannelConsolidation

ForIdeaandThinkPadbrandsofPCcategory,LenovoandMotobrandsofMobileDevice

category,ThinkServerandSystemxbrandsofCommercialDevicecategory,joinand

consolidatetheexistingofflinemarketchannelsbasedonspecificattributesofthe3

categoriesforchannelsharing,centralizingmarketingresources,increasingoutputratio

greatly,toincreasemarketsharerapidly

•WorldwideUnifiedSupplyChain

Foralonetime,supplychainefficiencyhasbeenanaceofLenovotodealwithseveremarket

competition.Withbusinessglobalizationandincreasingcomplexityofacquiredbrands

andproductcategories,relationshipbetweenproductionandsalesregionsisbecoming

increasinglycomplex.Inresponsetothistrend,Lenovoinvestedalotofresourcestobuild

aworldwideunifiedsupplychain,toincreaseinventoryturnoverratiodramatically,reduce

overallpartsacquisitioncostandproductcirculationcost

•SmartManufacturingUpgrade

Lenovohasproductionfactoriesthroughouttheworld;therefore,itisabletocarryout

intelligentupgradestepbystepandbatchbybatch,consolidatevariousadvanced

technologieslikeindustrialInternetofThings(IoT)andbigdataanalyticstoimprove

productivity,meanwhileenhancingmanufacturingflexibilitydramatically,including

customizedC2BmodelthatcanaccommodatedevelopmentofInternet.Inthesametime,

Lenovoconsolidatedproductionunitsinvariouslocationsintoaunifiedvirtualfactoryfrom

theperspectiveofbusinessmanagement,reducedcomplexitybetweenbusinessmanagement

andproductionlogics,reducedproductionmanagementcomplexityfromtheperspectiveof

businessoperation,resultinginanintelligententerprisesystemwithhighlyalignedbusiness

andmanufacturingprocesses

•ConsolidationofServiceSystem

Withabusinesssystemgraduallyconsolidatedaftermultipleacquisitions,Lenovohastodeal

withmultipleoverlappingsystemslikevarioussparepartssystems,servicedeliverysystems

andcustomerrelationshipmanagementofaseriesofsimilarproducts.Therefore,Lenovohas

beendeterminedtoconsolidateitsservicesystemsworldwide,toformaconsistentend-to-

endservicesupportsystemandreducepost-salescostbyregionandproductcategory.This

way,thecompanygainedobviouscostadvantagesintheindustry,andincreasedprofitability

ofbusinessservicetothehighestlevelintheindustry

•ConsolidationofITSupportingSystems

Inparallelwith13yearsofcontinuousbusinessconsolidation,Lenovohasbeenconsolidating

itsinternalITsupportingsystemsintensivelyandthoroughly,thusconsolidated2000

diversifiedbusinesssystemsintoover200systems.Inthisprocess,Lenovoalsocarriedout

extensivecross-systemandcross-brandhistoricaldatacleaningandconsolidation.Inaddition,

Lenovoalsoupgradeditsdatacenterinfrastructurethroughouttheworldfromprevious

midrangearchitecturetovirtualizedarchitecturebasedonitsownx86products,thussaved

maintenancecostandincreasedmaintenanceefficiencydramatically.

MethodsforEnsuringAgileDevelopmentofInnovativeBusiness

Lenovohasbeeninnovating

indifferentbusinessfields

andvaluechaincomponents.

Derivedfromthetraditional

manufacturingsystem,Lenovo's“Replaying(复盘)”cultureisa

newpatternsuitableforInternetconcept.Itisaboutboldtrialanderroraswellasrapiditeration.

Forcustomerinteraction,

LenovoonlinedistributionisanimportantweaponforLenovo'sconsumerdigitalcommunicationdepartment.Now,manyof

Lenovo'snewmobileproductsareunveiledfirstthroughnewonlinedistributorstocollect

extensiveuseexperienceandfeedbackdata,thusfacilitatingrapidproductiteration.

Lenovo'sonlinedistributorstakeleanoperationasanimportantdirection,contactlargenumberofexistingcustomersthrough

network,categorizethem

precisely,increasesecondary

conversionrateandword-of-

moutheffectofsocialnetworkthroughbigdataanalytics,etc.Onthewhole,saleofonline

distributionnowrepresents20%ofoverallLenovosales,andthefigurewilldefinitelyincrease

rapidly.

Atthesametime,transformationandre-engineeringofoffline

channelsareinprocess.Lenovosetsupflagshipstoresinhigh-

endshoppingmallslikeBeijing

Qianmen,INDIGOandOriental

Plaza,etc.70%fordemonstrationandexperience,30%forsales

andmarketing.

Inadditiontotheaboveflagshipstores,Lenovoalsohasabout

1003Cexperiencecenters(70ofwhichareinshoppingmalls)andover13000PCandmobilephonespecialtystores.Lenovowilldriveconsolidationandadjustment

ofthesechannels,shiftingthemfromPCchannelormobile

phonechanneltoconverged

“PC+”channels.Inadditionto

suchmulti-level,multi-categorychanneladjustments,Lenovo

alsointroducedinnovative

modelslikeO2O,thusshifting

from“Product-centric”to“User-centric”Omni-channelpattern.

OmceCollaboration

SaaS-enabledGlobalOce

CollaborationSystemUnified

CommunicationSystem

KnowledgeManagementPlatform

OperationManagement

MobileServiceManagement

PercentageofLenovoAgileITApplications

SalesManagement

SalesforceCould-enabled

ManagementSystem

MobileOrderManagementSystemSalesBigDataAnalyticsPlatform

OnlineMarketing

Internete-CommercePlatform

e-CommerceOperationManagementSystemCommunityO2OSystem

OnlineServicePlatform

Figure3:Lenovo'sITInnovationFields

Withrespecttointernalapplications,Lenovoisalsoundertakingcontinuousinnovation.ThankstoLenovo'sacquisitionofIBMPCbusiness,theexistingbusinessplatformofLenovoistotallybasedonIBM'straditionalofficecollaborationsoftware.Facingrapidlychangingbusinessdevelopmentdemands,employeesrequireefficientcollaborationplatformtosupportbusinessinnovation.In2012,Lenovolaunchedtheso-calledNEW(Next-GenerationEnd-UserWorkplace)project.TheNEWprojectisdividedinto3phases:The1stphasemigratedLenovo'smailplatformfromIBMLotusNotestoOutlooktoenhanceconvenienceandeaseofuseofmailservice,andusedLynctoreplacetheexistingSametimetoaddressemployee'sdemandsforinstantcommunication;The2ndphasecreatedaunifiedcommunicationplatformintegratingvoice,conferenceandvideoonthebasisofLynctomeetadditionalcommunicationdemandsofemployees;The3rdphase,onthebasisofSharePoint,createdavirtualglobalofficecollaborationplatformtoaddressincreasingcollaborationdemandsofemployees,includingpersonalportal,teamwebsite,informationsearchandtighterintegrationwithOutlookandLync.

“BimodalStrategy”GuidedInformationSystemPlanning

LenovoITConsultingService

0506

BimodalStrategyDevelopmentModelof“Internet+”VS“+Internet”

Before“Internet+”wasintroduced,anumberoffieldslikeInternetFinance,InternetEducationandInternetHealthcarehaveshowntheirpromise.Thismeansthat“Internet+Traditionalindustry”-typeexplorationandattempthavebeguninvariousindustries.“Internet+”canalsobereversedto“+Internet”;theformermeansconvergencebetweenInternetpatternandvarioustraditionalindustries,whilethelattermeanstraditionalenterprisesexploringInternettransformationofthemselves.

“BimodalStrategy”AddressingKey

ChallengesinBusinessTransformation

DuetodifferenttransformationmaturityofdigitalizationandInternet-enablingindifferentindustrysegments,

the3majorbusinesscategoriesofLenovo,namely“PC”,“MobileDevice”and“CommercialDevice”have

different“Internet+”characteristics,dependingonspecificcharacteristicsofeachindustrysegment:

•MobileDevice

Withtherapidgrowthofsmartphones,wehaveachievedhighlevelofInternet-enablingand

fieldslikeproductdesign,businessmodelandapplicationecosystem,etc.arequitemature.

AlthoughLenovoenteredsmartphoneindustryquiteearly,itspreviousdevelopmentis

quiteconservativeandoperateslikemanytraditionalmobilephonevendors;therefore,the

companyisfacingseverechallengesinthefaceofInternetwave.Therefore,Lenovobeganto

accelerateInternet-enabledbusinessmodeltransformationforitsmobilebusiness.Starting

withestablishingusersandfanscommunity,thecompanyanalyzescharacteristicsofuser

demandsusingtechnologieslikebigdata,etc.developsnewproductswithbreakthrough

featuresandincreasesitsmarketsharerapidlythroughcoordinativeinnovationlikesupply

chainandsales,includingsalesintegrationofO2O.

•PC

PChasbeenthemostimportantcorebusinessandhighoperationefficiencyoftraditional

businessmodelisanintangibleassetinwhichLenovotakesgreatpride.However,withInternet

consumptionexperiencegraduallybecomingamainstreamtrend,consumersareincreasingly

unsatisfiedwithlegacyproductsandrelatedexperience;moreandmorecustomershave

personalizeddemands.Inrespondingtothismarketchange,LenovograduallyintroducedC2B

(ConsumertoBusiness)businessmodel.Thisproductcustomizationserviceseemssimplebut

itrequirestobreaktheentiresystemlikesales,productdesign,manufacturing,supplychain

andservice,andcarryoutend-to-endreconstructiononthebasisoflargescalemanufacturing

andsalesbusinesslogicsystem.InsteadofemphasizingitsNo.1position,Lenovoshiftedfrom

product-orientedmodetouser-orientedmodetoincreaseitsflexibilitywithoutcompromising

itslargescalebusinesscost-efficiency.ForLenovo,thisshiftrepresentsacompetitiveness

constructionprocessfrombusinesslogicdemandstoITsupportingsystem.

•CommercialDevice

Representedbyserver,storageandnetworkequipment,commercialdevices,duetoits

attributeofhighlevelofspecialization,serveprimarilyenterprisesandorganizations,

therefore,itsInternet-enablingisrelativelyweak.LevelofInternet-enablingofbusinessmodel

forsuchproductsislowerthanthatofprevious2categories.However,suchproductsarecore

hardwareformanyenterprisesinInternettransformation.Therefore,Lenovoshifteditselffrom

apreviousstandardproductprovidertoasolutionproviderthataccommodatesemerging

architecturetechnologydevelopment,providingcustomerswithsolutionsandservices

coveringtheentirelifecyclefromarchitecturedesign,productsupply,systemimplementation

tosystemoperationandmaintenancemanagement.

MeetBusinessUpgradeandInnovationChallenges

Facingtheincreasing“digitaltransformation”and“Internet+”transformationtrends,wecanquotemottoofafamousentrepreneur:“Weusuallyoverestimatechangesin1to2yearsbutunderestimatechangesin5to10years.”Aswelamentedinpast1or2yearsthattraditionalmobilephonegiantshadbeensqueezedoutofmarketrapidlybysmartmobilephones,consumershadalreadyunconsciouslyenteredanewerainwhichmobileInternetbringsconvenienceandhighefficiencyforhumanbeing.EvenwhenwearestillquestioningwhethernewtechnologieslikeAIandVRhavepracticalimplication,weactuallyhavebecomeapartofsocialandeconomicchangewavebroughtaboutbynewgenerationoftechnologies“unconsciously”.

WhiletraditionalenterprisesarestilltalkingaboutvariousimpactorinterruptionsbroughtbyemergingInternetcompaniestothem,moreinnovativecompaniesconsidertheaboveInternetcompaniesas“traditionalcompanies”tobeoverthrown.Similarstoriesarehappingmoreandmorearoundus.Whenthepublictakesthe“changed”businessenvironmentasanorm,traditionalenterprisesthatremainunchangedwillsoontaketheriskofbeingovertaken,consolidateandsubvertediftheymisstheopportunityofchange

McKinseycarriedoutanin-depth“DigitalTransformationMaturity”surveyfor150enterprises(asshowninfigurebelow).Thesurveyindicatedthatestablishedleadershaveachievedrelativelyhighlevelofdigitalization,becausethesecompaniesdevelopedcleartransformationstrategiesearlyinthecourseofdigitaltransformationandpracticedsuchtransformationinmultiplebusinessfieldsandvaluechain;thencomeemergingleaderswithlesstraditionalinertia,suchcompaniescanachievebreakthrougheasilyinthecourseofdigitaltransformation;over60%ofcompaniesarebelowtheaverage,whichmeansmoreenterprisesarenotreadyfordigitaltransformation.

DQ（DigitalQuotient）score

83

73

Above

63

average

53

43

33

Emergingleaders

Establishedleaders

23

Below

average

13

0

Figure4:McKinseyDigitalTransformationSurveyStatistics

“BimodalStrategy”GuidedInformationSystemPlanning

LenovoITConsultingService

0708

SystemConsolidation

Withcontinuousbusiness

growth,therewillbemore

andmoreITsystems.Atthesametime,dierentservicesrequiredierentsoftware

andhardwareenvironmentandsameservicemighthavedierentcomponents.

PressurerelatedwithITsystemconsolidationwillincreasegraduallywithbusinessgrowthand

dimcultyofconsolidationwillincreasesteadily.

PerformanceOptimization

ITsystemsofdierenttimeshave

dierentdevelopmentenvironmentsandsoftware/hardwareenvironments.Withcontinuousbusinessgrowthandincreaseofsystemnumber,relationshipbetweendierentsystemsbecomesincreasinglycomplexandtherewillbemoreandmoreperformance

bottlenecks.Thisresultsinincreasing

optimizationpressurebetweendierentservices,dierentcomponentsofa

sameservice,dierentlevelsofasamecomponents,anddierenttechnologiesofasamelevel.

Disaster-toleranceandsecurity

Duetobusinessdemands,traditional

ITsystemshavetoconsider

disaster-toleranceissuetoavoid

severebusinessloss.Complexityofdisaster-tolerancesystemsdepends

onproductionsystems;and

productionsystemchangescausedbybusinessgrowthshouldbe

considered,makingconstructionofdisaster-tolerancesystemsextremelydimcult.Disaster-tolerancesystemstypicallycannotbringanyROI;they

onlyincreaseavailabilityof

productionssystems.

CostControl

Withcontinuousbusinessgrowth,

complexityoftraditionalsystemsis

increasingexponentially,resulting

exponentialincreaseofITinvestmentinturn.Howeverintypicallyenterprises,ITmanagementteamistypicallyexpectedtoreducepercentageofITinvestmentinoverallcompanyinvestmentand

thereforetheyarefacingextremelygreatcostcontrolpressure.

Afterreviewingdigitalizationoflargeenterprisesasdescribedabove,wehavethefollowing4

recommendations:

.

Establishedenterpriseshavetoconsider

strategiesavailableseriously.Established

4Recom-

menda-

tions

enterprisescannotconsider“Digitalization”

simplyasacomplementtotheexisting

business;instead,theyhavetomakeevery

eforttodevelopaclearstrategy

Successdependsoninvestment

inrelateddigitalizationcapability

thatalignswiththecompany

strategy,aswellasinvestmentscale

Organizationalstructure,personneltraining,investmentschemeandKeyPerformance

Indicator(KPI)mustbecombinedwiththedigitalizationstrategyselected

Technicalcapabilitieslikebigdataanalytics,digitalcontentmanagementandsearch

engineoptimizationareextremelyimportant;however,adaptablecompanyculturecanfillingapsintechnicalcapabilities

As“digitaltransformation”and“Internet+”conceptsbecomesa“newnorm”,maturedigitalenterprises

aremorewillingtotakerisks.DigitalizationisaTop-downprocess,maturedigitalenterprisesusuallyuse

organizationalstructureledbyasinglepersonorateamandnumberofsuchcompaniesarenearlytwo

timemorethanlessmaturedigitalenterprises.Inaddition,employeesofmaturedigitalenterprisesaremore

confidentindigitalizationcapabilityoftheirleaders.However,digitalizationcapabilitydoesnotnecessarily

meanthatyouhavetobeproficientindigitaltechnologies;infact,thisrequirestheabilitytointerpretdigital

technologiesasafutureoftheircompany.For“digitaltransformation”and“Internet+”transformation,3key

questionshavetobeansweredfromtheperspectiveofstrategy:

Wherearethemostnotabledigital

opportunities?Wherearethreats?3key

Ques-

whenwilldigitalrevolutionoccurfirst？tions

whataboutthepotentialsize？

whatarebestcountermeasurestoactivelyembracedigitalopportunitiesandreassignresourcestokeepawayfromthelargest

threat？

MeetInformationSystemOptimizationand

TransformationChallenges

Basedon50yearsofexperienceofitsown,IDCsummedup3phasesorevolutionprocessesof3typesof

computerplatformsbasedonrelatedtechnicaldevelopmenttrends.Thought,insights,algorithm,action,pro-

cessandknowledgeareintheprocessofdigitalization.ICTindustryevolvedfromthe1stplatformcentered

aroundhostterminalsin1960stothe2ndplatformbasedonPC,client/serverandLAN/Internet.Nowadays,we

havethe3rdplatformsupportedbycloudcomputing,bigdata,mobilityandsocialnetwork.The1stplatformis

computing-centric,fromITsystemtobusinessservice;the2ndplatformisbusiness-centric,fromITagilityto

businessagility;the3rdplatformisuser-centric,frominformationtoinnovation.

N

N

N

I

S

E

Internet

ofThings

Virtual

OVATIOACCLERATOR

BigData/

Analytics

Mobility

3rdPlatform

CognitiveSystems

Augmented&

Robotics

3DPrinting

NextGenSecurity

Social

Business

Cloud

DigitalTransformation

Total:419

3rdPlatform%ofICT:46.1%

226◎2014193

2362015229

Total:465

3rdPlatform%ofICT:49.2%

2422020602

Total:844

3rdPlatform%ofICT:71.3%

2ndPlatform3ndPlatform

Figure5:3rdPlatformTrendForecastofIDC

Technicalfieldsbasedonthe3rdplatformlikecloudcomputing,bigdata,mobileandsocialwillcontinuetopenetrateintovariousindustries;andtherelatedhardware,softwareandservicemarketwillgrowrapidly.InChina,compoundgrowthrateinthe4fieldswillbehigherthan30%andwillleadITmarketgrowthinChina.

Ininformationsystemconstructionenvironmentofmostenterprises,CIOshavetodealwithnotonlybusinessdemandsforimplementing“digitaltransformation”and“Internet+”transformation,butalsocoordinateddevelopmentoftraditionalandemergingtechnicalapplicationsandinfrastructure.

•ChallengesfacingTraditionalInformationsystems(ReliableIT)

ContinuousUpgrade

TraditionalITsystemsare

typicallybuiltinsiloed

manner.Withexpansionor

upgradedemandsofcertainpartofsilos,otherparts

mightalsorequireexpansionorupgradetoaccommodatebusinessgrowth.Expansion