2. WEBINAR The Rise Of Robots: How Automation Will Transform I&O
Jean-Pierre Garbani, Vice President, Principal Analyst
December 9, Call in at 10:55 a.m. Eastern time

3. Robot: From the Slavic language Robota (work)
Fictional humanoid in the 1921 play
R.U.R. (Rossum’s Universal Robots)
by Czech author Karel Capek
(Scene from the 1921 play)

4. Agenda
Consequences of the “Digital Disruption”
What does it mean for I&O?
Creating an automation strategy
Beyond 2016: Heuristic automation
Conclusion

5. Business demands

6. Differentiate to grow

7. New services become growth engines

8. But: legacy budgets limit new projects
MOOSE: Maintaining and Operation the tech Organization Systems and Equipment
$ billion
MOOSE is where budgets are spent

9. Can I&O keep growing?
Image source: Wikipedia (

10. CIO staff is growing faster . . .
budget
Software
budget

11. The CIO technology conundrum
Legacy systems weigh heavily on the CIO budget.
Limited budget growth means difficult choices between upgrading legacy and business demand
We need to increase productivity: not by a fraction but by an order of magnitude.

12. “Productivity depends more on technological changes and economy of scale than on human efforts.”
Charles Perrow
Princeton University

13. Deterministic automation example

14. But automation adoption is not growing
Private cloud
I&O processes

15. Automation requires a business plan
The project leader must be independent from the project impact.
Any organization is shadowed by a network of affiliations and allegiances.
Success of an automation project is based on financial benefits to the enterprise.
Vested interest must not undermine the project.

16. Automation requires a business plan
The project must be sponsored at a high level.
An automation project must be supported at the highest level of the CIO organization and part of the overall technology management strategy.
Business leaders must be involved as sponsors as the end result is going to benefit BT initiatives.

17. Automation business plan
Assess all the components of the current process and create a baseline.
Evaluate all dimensions of the process such as time, resources, tools, and overall costs.
Overall costs have a major influence on the final decision to implement or not the automation project..
Evaluate the challenge and opportunities for automation.
There are domains where off-the-shelf automation may provide an immediate benefit.
Others which could be automated later when the technology becomes available.
Some areas where human intelligence, initiative, and decision-making abilities prevail over automation.
Create a set of requirements for each automation opportunities.
Submit RFP to vendors for their current and future solutions.
Proof of concept provides valuable information on deployment and limitations of solutions.
Evaluate the organizational and operational impact.
Changes in role, the skills needed by the new solution.
Impact of disrupting an existing process must be understood.
Challenges in project completion and performance must be included in this evaluation.
Create a financial analysis of the project.
Project providing a net benefit over the existing process.
Impact on benefits when adjusted for operational and implementation risks?
Should the project be delayed until the available technology brings more benefits and expands the scope of process automation?

18. Beyond 2016: intelligence

19. The limits of deterministic automation

20. Heuristic automation based on AI

21. Service management and automation
Service management process
% adoption
Automation type
Incident management
69%
Heuristic
Change management
58%
Deterministic
Knowledge management
56%
Asset management
47%
Problem management
44%
Service level management
30%
Configuration management
29%
Request fulfillment
28%
Service catalog management
27%
Information security management
21%
Access management
Release and deployment management
20%
Event management
15%
Business relationship management
12% NA
Capacity management
Service continuity management
11%
Availability management
10%
Service portfolio management 7%
Financial management 6%
Supplier management 5%
Strategy management for services 4%
Transition planning and support

22. Some automation vendors
Deterministic automation
Too many to list. Among them:
WLA: ASCI, Automic, BMC, CA, Cisco, IBM, Redwood, Stonebranch.
RBA: BMC, CA, IBM, and HP
Many emerging players: Blue Prism, etc.
Heuristic automation
Advanced analytics:
Automic, BMC, CA, HP, IBM, IPSoft, Prelert, and Splunk
Use of AI:
Digitate (Tata Consulting Services) Ignio

23. Automate before it’s too late!
Operability and automation will be the key words in the future data center: IT uses too many resources to accomplish routine tasks that should be automated.
Think of IT management in terms of industrial disciplines.
Innovate by introducing an industrial approach to IT operations.
Align IT with business objectives by first providing the ability to manage the “production line.”
Define management solutions strategies in line with this prime objective.

24. Automate before it’s too late!
Use automation as a way to revamp an existing production line.
Automation provides reliability, repeatability, and predictability to critical process execution.
Automation improves productivity by abstracting complexity and reducing waste. It embodies the "lean" industrial concept.
Leverage automation in the delivery of new apps and services.
Automation increases speed, consistency and predictability when provisioning and deploying new business IT solutions.

25. Jean-Pierre Garbani