Why Workload Placement Is The Key To a Strong IT Foundation

How you design your IT house can be as important as how architects design physical homes...getty

Where you decide to run your applications is as important as what you run. What does your workload placement strategy look like? Home architects are very careful about their design choices. Many of their decisions, such as the best locations for load-bearing walls, support beams and other infrastructure, have long-term consequences.

Where do they put windows and skylights will deliver optimal sunlight? How do they situate bedrooms and bathrooms? What is the right density of wood, concrete and other materials required to construct safe walls, roofs and floors? Those are just the broad strokes; architects plan thousands of minor details as well, often well before raw materials are purchased.

Like their home-building counterparts, IT systems architects carefully design technology systems. Which is why workload placement has emerged as a critical strategy for governing what applications and other resources run where.

IT has grown more complex, thanks to a proliferation of environments comprised of public and private clouds, on-premises infrastructure and edge devices. IT leaders who placed assets in these locations have constructed a multicloud house without planning for the long-term impact on their organization.

For example, while it may have initially made sense to build a key business application in a certain IT environment, perhaps performance began to lag as usage grew. Maybe the goalposts for security and compliance shifted, forcing you to rethink your choice.

Whatever architectural concerns arise, where you decide to put what in your IT house can be as important as how architects design physical homes. CIOs are thinking about this a great deal, as 92% of 233 IT decision makers Dell surveyed said that they have a formal strategy for deciding where to place workloads. Half of those executed this strategy in the past year.

Related: More Clouds, No Problem: Simplifying Your Multi-Cloud World

The Great Overcorrection

The public cloud grew rapidly, as engineers learned how easily it enabled them to launch and test new applications. Soon IT teams notched quick wins, including flexibility as they lifted and shifted existing business applications to the cloud.

Then came the overcorrection. Emboldened by the prospect of saving money while fostering greater agility as they innovated, many CIOs declared a “cloud-first” strategy. Those who were initially more measured in their adoption of cloud technology saw their colleagues migrate their entire IT estate and followed suit.

As workloads got more complex it turned out that the public cloud-first stance was not always the best fit for the business. Hasty decisions had unanticipated ramifications, either in the form of escalating costs or failed migrations.

The reasons: Workloads are unique. Each application has its own set of business requirements and benefits. Just as the home architect must carefully weigh each design choice, CIOs must be intentional about where they put their software assets.

Variations on a multicloud

Let’s consider some examples where the right workload is tied to a business outcome. Cloud environments—public or private—make sense where you get huge bursts of data traffic. Cloud technologies enable you to quickly spin up compute resources and dial them down as requirements subside.

Retail ecommerce is a classic example. For brands selling clothing, footwear and other merchandise, holiday seasonality drives peaks and valleys to web and mobile sales. Large traffic spikes in October or November through Christmas subside, then stabilize.

Or think of a digital crossword puzzle published every weekend. With most people completing these on the weekend, traffic bursts Saturday and Sunday before slowing over the remaining 5 days.

For such use cases, a public cloud that provides massive scalability may yield the desired business outcome.

Conversely, so-called “steady state” use cases—in which applications’ compute needs fluctuate little if at all—often run better on-premises, either in traditional IT infrastructure or in a private cloud. Thousands of these applications run without much deviation across business lines.

Think traditional general ledger software in ERPs. Travel and expense utilities. Software that governs data backups. Applications, such as those that monitor anomalous network traffic, often run locally for security reasons.

Other applications with disparate patterns and needs are emerging. Applications requiring minimal latency—think Internet of Things software—are moving to the edge for faster processing and cost efficacy.

In Dell’s survey, 72% of IT decision makers said performance guided their decisions to place workload, followed by data protection and security at 63% and 58%, respectively. Venues include public clouds, data centers, colocation facilities and edge environments.

Workload types vary, but 39% of respondents said they had placed data protection workloads while 35% each said they had placed ERP and CRM systems.

Diverse workloads require fungible infrastructure

There are no absolutes in determining workload placement. Well, not in the way many IT leaders think. Every software asset will have different requirements, which will influence where you decide to place them.

Just as an architect decides how to situate walls, beams, rooms and other physical infrastructure, where an IT architect places assets matters. The wrong choices can have negative consequences.

These decisions aren’t easy nor should they be made lightly, as the ramifications of poor asset placement can impact your bottom line, make your business more vulnerable or prompt you to run afoul of compliance mandates.

All diverse workloads require a flexible infrastructure that enables enterprises to move their applications and other workloads to move seamlessly across clouds, on-premises and edge venues, based on their business requirements.

As-a-Service infrastructure, which includes on-premises equipment ordered on demand, can power these workloads to meet requirements for performance and availability, as well as your needs for simplicity, agility, and control. How will you lay the foundation for your IT assets?

Keep reading: Why the Hybrid Workplace Needs a Hybrid IT Model

Vice President, Product Management, Dell APEX

Chad Dunn has been with EMC and Dell Technologies for over 15 years.

Source: Why Workload Placement Is the Key to a Strong IT Foundation


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Building A Company For Your Brand

A successful brand influences the way people perceive a company’s name, history, logo, and marketing campaigns. 

A strong brand not only makes customers pay attention but also enables your company to charge a premium over competitors, build customer loyalty, boost sales and accelerate product differentiation in the market. The concept of a brand extends beyond your company logo to your core values and any interaction with customers and suppliers. Your brand is the identity and personality of your company and the promise to your customers

In this guide, we guide you through everything you need to know about developing a brand identity for your small business. Creating a brand is more than just a catchy name – it’s about creating the entire identity of your business and the products and services that it sells. Whether you have a business idea or want to turn away from your current brand, here is what you need to know about building a strong brand identity for your company. 

A solid branding process can transform your business from a small player to a successful competitor. Building your brand strategy is a masterclass that changes the way you look at your business and will give you more clarity and confidence that your brand exists and that it serves people. As with every other aspect of establishing a company, the first step is complete market research to create a brand identity.

Before you begin selling products or services you must build your brand and find an entourage of people willing to jump when you open your doors to business. As you move through the tactical steps of your branding strategy and design your logo, you must also take the time to make clear who you are as a company – in other words, your brand identity. Like a methodist who lives and breathes his character, a company must live and breathe its brand if it wants to convince its customers.

Branding is the process of building a brand – whether it’s designing a logo, researching the name, working on attributes, or working in a focus group – business is part of the business that you build. Your brand is an integral part of your brand identity, defined by the name and type of products manufactured by a particular company. To be successful, you want to build your email marketing and contact lists A around a logo. Creating a logo helps people identify with your brand by consistently using it across your entire platform.

Your logo is the face of your business, it is the first thing that most customers see when they encounter your brand and it is a visual advantage that keeps your business together. Your website is the most important marketing tool you will have for business growth and branding. Your online business identity can be found on a variety of design services for brand identity, marketing, advertising, and design. Business is not just a mission, it drives your mission and value by sharing your brand history and telling customers how the business started. 

Whether you hire a brand consultant or work in-house, it’s one thing to spend time, energy, and resources needed to build a brand, it’s another to understand what customers think about your company’s brand. Learning what your audience wants from a company in your industry is crucial to creating a brand that people love. This is a common way of thinking among small business owners who focus too much on marketing and sales and forget that their business is a company with a brand.

 As a result, identifying the ideal target audience for your business will support your overall digital branding strategy. Your core messages should include unique aspects of your business, added value customers, and the personality of your brands. Your Points of Difference (POD) make you special, they make customers choose your business over your competitors, and they should be included as part of your branding strategy.

By developing a strong brand voice and carrying it through your content, you strengthen who you are and what you do for your customers, strengthen relationships and help drive the business forward. Today you have the opportunity to build your brand and make your company credible, trustworthy, and accessible to your customers and prospects – whether in your blog, Facebook, Twitter, Linked In, online videos, pictures, articles, and white papers.

In this masterclass Building Your Brand Strategy, learn our proven 5-step process to build a strong foundation and position your business for what it stands for. Simply put, building the tactics, brand awareness, marketing, engagement, community-building strategies, and consistent implementation that give both new and existing companies a boost is necessary for successful branding in the digital age. 

They recognize the connection between successful companies and strong branding and strive to build a brand that is as successful as theirs. Mascot logos can humanize your business and create a brand personality, but be aware that they can be of old-fashioned style and are recommended only in certain contexts, especially if you prefer a retro look. This provides you with variety, as you can create a unique design for your business while remaining true to the brand identity. 

Source: Building A Company For Your Brand


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How To Embrace The Post-Pandemic, Digital-Driven Future Of Work


Digital will separate the winners from the laggards in the hypercompetitive, post-pandemic business landscape, says Ben Pring, Managing Director of Cognizant’s Center for the Future of Work. We undertook a global, multi-industry study to understand how businesses are preparing for this future and here’s what we found.

COVID-19 changed digital from a nice-to-have adjunct to a must-have tool at the core of the enterprise. The pandemic forced businesses to reassess how they strategize and execute their digital ambitions in a world that has migrated online, possibly for good in many areas. Those that did not prioritize digital prior to the pandemic found that procrastination was no longer an option — the digital landscape is hypercompetitive.

The Cognizant Center for the Future of Work (CFoW), working with Oxford Economics, recently surveyed 4,000 C-level executives globally to understand how they are putting digital to use and what they hope to achieve in the coming years.

The CFoW found that digital technologies are key to success in the coming years and uncovered six key steps that all organizations can take to more fruitfully apply to gear-up for the fast unfolding digital future:

  • Scrutinize everything because it’s going to change. From how and where employees work, to how customers are engaged, and which products and services are now viable as customer needs and behaviors evolve rapidly.
  • Make technology a partner in work. Innovations in AI, blockchain, natural language processing, IoT and 5G communications are ushering in decades of change ahead and will drive new levels of functionality and performance.
  • Build new workflows to reach new performance thresholds. The most predictable, rote and repetitive activities need to be handed off to software, while humans specialize in using judgment, creativity and language.
  • Make digital competency the prime competency for everyone. No matter what type of work needs to be done, it must have a digital component. Levels of digital literacy need to be built out even among non-technologists, including specialized skills.
  • Begin a skills renaissance. Digital skills such as big data specialists, process automation experts, security analysts, etc. aren’t easy to acquire. To overcome skills shortages, organizations will need to work harder to retain and engage workers.
  • Employees want jobs, but they also want meaning from jobs. How can businesses use intelligent algorithms to take increasing proportions of tasks off workers’ plates, allowing them to spend their time creating value? This search for meaning stretches beyond the individual tasks of the job to what the organization itself stands for.

Here are a few key findings from our research:

Redesigning the workplace is just the beginning: The virus will force enterprises to ask more strategic questions.

A mesh of machine emerges: While IoT is beginning to take hold, few respondents have piloted 5G projects. But over time , the mesh of machines created by IoT and 5G will serve as the foundation for news levels of functionality and possibility.

The 3As-AI , automation and analytics are the engines of digitization: To make the future of work happen, the 3As are emerging as a sophisticated and complex set of tools more deeply embedded in processes.

To learn more, read our whitepaper “The Work Ahead: Digital First (to Last)” or see the full Work Ahead study series.

Ben Pring leads Cognizant’s Center for the Future of Work and is a coauthor of the books Monster: A Tough Love Letter On Taming The Machines That Rule Our Jobs, Lives, and Future, What To Do When Machines Do Everything and Code Halos: How the Digital Lives of People, Things, and Organizations Are Changing the Rules of Business. In 2018, he was a Bilderberg Meeting participant. He previously spent 15 years with Gartner as a senior industry analyst, researching and advising on areas such as cloud computing and global sourcing. He can be reached at Benjamin.Pring@cognizant.com

Source: How To Embrace The Post-Pandemic, Digital-Driven Future Of Work



Digitalization  is the adoption of digital technology to transform services or businesses, through replacing non-digital or manual processes with digital processes or replacing older digital technology with newer digital technology. Digital solutions may enable – in addition to efficiency via automation – new types of innovation and creativity, rather than simply enhancing and supporting traditional methods.

One aspect of digital transformation is the concept of ‘going paperless‘ or reaching a ‘digital business maturity’ affecting both individual businesses and whole segments of society, such as government,mass communications,art, health care, and science.

Digital transformation is not proceeding at the same pace everywhere. According to the McKinsey Global Institute‘s 2016 Industry Digitization Index, Europe is currently operating at 12% of its digital potential, while the United States is operating at 18%. Within Europe, Germany operates at 10% of its digital potential, while the United Kingdom is almost on par with the United States at 17%.

One example of digital transformation is the use of cloud computing. This reduces reliance on user-owned hardware and increases reliance on subscription-based cloud services. Some of these digital solutions enhance capabilities of traditional software products (e.g. Microsoft Office compared to Office 365) while others are entirely cloud based (e.g. Google Docs).

As the companies providing the services are guaranteed of regular (usually monthly) recurring revenue from subscriptions, they are able to finance ongoing development with reduced risk (historically most software companies derived the majority of their revenue from users upgrading, and had to invest upfront in developing sufficient new features and benefits to encourage users to upgrade), and delivering more frequent updates often using forms of agile software development internally. This subscription model also reduces software piracy, which is a major benefit to the vendor.

Unlike digitization, digitalization is the ‘organizational process’ or ‘business process’ of the technologically-induced change within industries, organizations, markets and branches. Digitalization of manufacturing industries has enabled new production processes and much of the phenomena today known as the Internet of Things, Industrial Internet, Industry 4.0, machine to machine communication, artificial intelligence and machine vision.

Digitalization of business and organizations has induced new business models (such as freemium), new eGovernment services, electronic payment, office automation and paperless office processes, using technologies such as smart phones, web applications, cloud services, electronic identification, blockchain, smart contracts and cryptocurrencies, and also business intelligence using Big Data. Digitalization of education has induced e-learning and Mooc courses.

See also


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