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Technology InfrastructureAdvisory Services Harness the power of strategic agility

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COST

Business Development Strategy

Agility

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What are the technologyrisks I may be exposed to,and how to make sure that I am adequately protected?

RiskCost

How can I run my technology infrastructure services cheaper and faster, with stronger financial

transparency?

Transformation Service

Is it possible to accelerate the technology transformation of my legacy platforms without service impact?

Cloud services areinteresting but I am not sure if I can use them and how to develop a cloud strategy!

How can I ensure my technology infrastructure is scalable and can supportthe required business agility?

What technology infrastructure capabilities can assist my business become more effective and efficient?

Performance

Deloitte expertise

Accelerators and Tools

Significant investment in developing accelerators, tools and points of views to help you realise the full benefits, mitigate risk and drive project efficiencies

Deep Industry Expertise

Strong understanding of the business imperatives and how they manifest into different transformation drivers for each industry

Global Reach

Network of nearly 5,000 practitioners across 50+ countries trained on running infrastructure like a business

Full Service Capabilities

End-to-end services (strategy to execution and cross-functional capabilities including technology, regulatory, tax, human capital, etc.) to assist unlocking greater value from Technology Infrastructure investments

1 DELOITTE EXPERTISE

2 PERFORMANCE

3 COST

4 AGILITY

5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS

Using standardisation and virtualisation will improve the technology services



2 PERFORMANCE

A Standarisation & virtualisation

B Software defined DCs

C Match the new reality

D Roadmap

3 COST

4 AGILITY

5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS

A Is the process of developing and implementing technical standards.

• Maximise compatibility, interoperability, safety, repeatability or quality • Facilitate commoditisation of formerly custom processes.

Is a proven software technology that makes it possible to run multiple operating systems and applications on the same server at the same time.

• Do more with less • More time to meet business needs

Standardisation

Virtualisation

What clients have today is not centralised

Adequate time to focus on

business needs

Higher performance and lower cost

One single APP

HYPERVISOR VMAPP

HYPERVISOR CONSEQUENCE

Performance

Using Software Defined DCs is now live in large organisations



2 PERFORMANCE




D Roadmap

3 COST

4 AGILITY

5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS

BSoftware-Defined Network SOFTWARE DEFINED DATA CENTER

Software-Defined Server

Software-Defined Storage

Performance

“Software-Defined Data Center (SDDC) is a vision for IT infrastructure that extends virtualisation concepts such as abstraction, pooling, and automation to all of the data center’s resources and services to achieve IT as a service (ITaaS)”

Need to change technology, processes and people capabilities to match the new reality

Focus on technology should be:



2 PERFORMANCE




D Roadmap

3 COST

4 AGILITY

5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

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CFabric based computing

Opex replacing capex

Business focus on security

Sustainable green IT

Storage efficiency based on the business value of data

Cloud computing and private capability clouds

P

eopl

e Technology

Process

DATA CENTER

All these trends have the ability to change how we select, operate, and service our data center services as well as what and how we deliver technology services to the business.

Performance

Reviewing the existing capabilities and defining a roadmap is the first step



2 PERFORMANCE




D Roadmap

3 COST

4 AGILITY

5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS

D

STRUCTURE

DEFINE ANALYZE DELIVER1 2 3

IT PROCESSEFFECTIVENESS

BUSINESS ALIGNEMENT

APPLICATIONSDEVELOPMENT &MAINTENANCE

SOURCING, COMPENSATION

& OTHER

DATA, NETWORK & INFRASTRUCTURE

ARCHITECTURE

Performance

Cost

DC transformation roadmap aligned to business priorities

How can I run my technology infrastructure services cheaper and faster, with stronger financial transparency?

ATrends• Proliferation of Big Data• Increased demand for Cloud

Computing • Enterprise mobility and user

empowerment• Move towards Green Datacenters• X-as-a-Service

Drivers• Improve stability, supportability and

agility in operations• Enhance BCP and DR Capabilities• Anytime anywhere access• Compliance with environmental

standards and targets• Reduce total cost of ownership

From ‘Service Delivery’ to ‘Service Leaders’ Data Center Strategy is seen as a critical enabler to business agility and operating leverage often impacting competitive advantage.

It forms a large part of the IT budget and can significantly impact service quality, risk, cost and business responsiveness – all critical components of a successful Operations and Technology (O&T) Strategy

How do we reduce costs and become more efficient?How do we deal with the continuous pressure to reduce the cost of IT? How do we keep up with the demand from business for new ways to apply IT to make them faster, more efficient, more agile, and more innovative? How do we enable and support the adoption of new technologies? How do we best address sustainability, enterprise resiliency and recoverability, and enhanced security controls?


2 PERFORMANCE

3 COST

A DC roadmap

B Mature TOM and smartsourcing

C Technology performance management

D IT optimisation and consolidation

4 AGILITY

5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS

TRENDS & DRIVERS THE CLIENT IMPACT THE CLIENT CHALLENGE

Mature TOM considering IT Service Management and Smart Sourcing


B1 DELOITTE EXPERTISE

2 PERFORMANCE

3 COST

A DC roadmap




4 AGILITY

5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS SMART sourcing

Ensurevendor

agnostic

Financial modeltransparency

Serviceorganisation

Robust governmentalmanagement structure

EXPERT

Cost

Companies often see their cost structure grow faster than revenues. As a result, many IT organisations across industries continue to feel pressure to reduce cost while increasing value. IT must perform rapid reduction in overall IT cost and lays out a structured framework to realise cost reduction benefits and to achieve superior performance.

Discovery of potential IT cost savings areas

Critical insights to help drive IT investment strategies

Visibility into technology spending and comparison with industry and functional peers

Understand true costs, performance, IT infrastructure quality, applications, and services

Identification of business — IT alignment gaps

Opportunity to improve IT efficiency/effectiveness

Assists business leadership with focus on high-value measurements

1 2 3 4 5 6 7

Implementing technology performance management, making a leaner and more efficient infrastrucutre


C• Look at reducing the IT

organization without eroding effectivness to the point of putting IT in peril

• Look at reducing the IT organisation

• Operational review necessary to identify opportunity areas

• Identify savings that will not further deteriorate effectivness

• If reductions ae too significant it may put IT in peril

• Look for opportunity to restrucutre or reduce the organisation while gaining effectiveness

• Look at reducing the IT organisation

• Operational review necessary to identify opportunity areas

• Additional investment in IT organisation could lead to increased benefits

• No need for cost reduction

• Look for small cost reduction opportunities

• IT organisation needs revamp

• Look for operation efficiencies that will continue performance with fewer IT ressources

• IT organisation is performing optimally

IT cost reduction framework

IT organization effectivenesIT

org

aniz

atio

n si

ze (s

pend

and

cap

abili

ties)

PERFORMING

HEAVY

OPTIMAL

LEAN

UNDERPERFORMING EXCEEDING


2 PERFORMANCE

3 COST

A DC roadmap




4 AGILITY

5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS

Cost


2 PERFORMANCE

3 COST

A DC roadmap




4 AGILITY

5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS

IT optimisation and consolidation efforts throughout the IT stack


D

DATA CENTER

Businesses are implementing new technologies to seek new business opportunities leading to an increased need for an adaptable and agile ICT infrastructure.

• Services & infrastructure strategy

• Servers, storage, virtualisation

• Architecture• Cloud

• Managed services• Project delivery• Migrations• Investor due diligence• Business strategy

• Cost modelling• Tax efficient design and

project delivery e.g. R&D tax credits, capital allowances

• Tax implications of outsourcing and offshoring

• Security• Service continuity• Disaster recovery• Regulation• Audit

• DC site/facility appraisals, acquisition and disposals

• Construction advisory and delivery

• Real estate consultancy• Contrast/SLA review

• Investment advisory• Specialist services: rating,

planning, dilapidations, monitoring

REAL ESTATE

RISK, REGULATION & CONTINUITY

TAX & FINANCE

TECHNOLOGY INFRASTRUCTURE

Cost

Agility

DC transformation using virtualisation on all levels

How can I ensure my technology infrastructure is scalable and can support the required business agility?


2 PERFORMANCE

3 COST

4 AGILITY

A Virtualisation

B Cloud service implementation

C Intuitive users services

D Digital business strategy

5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS

A

Cloud security

StorageNetwork

Efficiency

Operatingsystems

C:_Applications

End user computer technology

Flexibility

Link to 2B - Software defined DCs

Link to 6D - Enterprise architecture

Cloud architectureand engineering

Cloud security

Cloud strategy

Cloudimplementationenablement

Purpose-builtcloudsolutions

DeloitteCloud

Services

• Strategies for industry vertical cloud solutions (e.g., citizen portal for governments, healthcare analytics, etc.)

• Strategies for technology solutions enablement (e.g., SAP HANA, Cloud Service Fabric)

• Strategies for enterprise collaboration (e.g. Microsoft Office 365, Google)

• Cloud migration planning

• Cloud migration deployment

• Cloud service management

• Entreprise architecture• Technical architecture & design• System engineering

• Security strategy• Security assesment• Security implementation• Based on IA, regulatory, policy, and other

mandates (e.g., NIST SP800-53, FedRAMP)

• Strategy & business case

• Governance and operating model

• Organisational design and talent management

• Sourcing/procurement • Application and

infrastructure rationalisation strategy

• Security and risk management (ERS)

AVOIDCHOOSE

Cloud sprawl

Risk exposure

Unexpected Return On Investment (ROI)

Organisation readiness

Ad-hoc adoption

Vendor management

Investigating how cloud service implementation can be best utilised (computer, platform, storage, applications)



2 PERFORMANCE

3 COST

4 AGILITY

A Virtualisation




5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS

BAgility

Intuitive user services and new device form-factor-devices

Close tie-in with the digital business strategy

Technology is driving and fueling the digital changes



2 PERFORMANCE

3 COST

4 AGILITY

A Virtualisation




5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS

CD

Link to Technology performance management & Target Operated Model

Agility

• On-demand• Self-service• Scalable

Mobile

Social

Optimisation

Web

Strategy

Cyber security

Risk What are the technology risks I may be exposed to, and how to make sure that I am adequately protected?


2 PERFORMANCE

3 COST

4 AGILITY

5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS

Cyber securityimplications canseriously affectthe ability of the

business

Check the IT Risk frameworkand security mitigations• Integrate the management of IT risk

into the overall enterprise risk management• Make well-informed decisions about the

extent of the risk, the risk appetite and the risk tolerance of the enterprise

• Understand how to respond to the risk

Validation ofsystems availability,disaster recoverytechnology,

DR processes (DRP)

Legislation andregulation arechanging therequirements

Is it possible to accelerate the technology transformation of mylegacy platforms without service impact?


2 PERFORMANCE

3 COST

4 AGILITY

5 RISK

6 TRANSFORMATION

A Legacy of IT systems

B Future of IT

C Strategy and roadmap

D Enterprise architecture

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS

Large legacy IT systems can be in-flexible and often do not offer the required business agility

The future of IT looks different than the classic landscape for most organisations

Changing the entire datacentre services is not an option – a strategy and roadmap isneeded for incremental improvements

ABC

Link to 3 - Cost

Transformation

TRENDS & DRIVERS THE CLIENT IMPACT THE CLIENT CHALLENGE

CONSIDER: - DevOps- Cloud based delivery models- Standardisation of all services - customisation is the exception- (Hyper) converged infrastructure and Data-centers

Link to 7 - Cloud services

Link to 4A - Virtualisation

Transformation


2 PERFORMANCE

3 COST

4 AGILITY

5 RISK

6 TRANSFORMATIONION

A Legacy of IT systems

B Future of IT

C Strategy and roadmap

D Enterprise architecture

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS

Datacentre strategy combined with enterprise architecture must be definedDStrategy &Objectives

1st PHASEIdentification & Assessment

Operating ModelApproach

Planning & Design

ImplementationPlanning

2nd PHASE 3rd PHASE

External Inputs:•Industry Trends•Technology Trends•Leading Practice•Deloitte’s SMEs•Operation Model •Trends

Internal Inputs:•Current Operating Model•Strategic Objectives•Current Initiatives•Culture & Values•Process Architecture

Identify ImplementationRequirements

Establish ImplementationRoadmap

BusinessRationale

Operating Model Design/Capabilities

Establish DesignPrinciples

Current OperatingModel

Target OperatingModel

“What is needed”

“What changes are necessary”

“How and whenwill it be done”

Opportunity Identification

Is it possible to accelerate the technology transformation of mylegacy platforms without service impact?

Roll-over icon to view chart CLOUD

INHIBITORSChallenges Deployment models

Services typeEmbrace inhibitors/models/services

CLOUD STRATEGY

CLOUD SERVICES

CLOUD MODELS

View chart

View chart View chart

View chart

Service Cloud services are interesting but I am not sure if I can use them and how to developa cloud strategy!


2 PERFORMANCE

3 COST

4 AGILITY

5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

8 CONTACTS


2 PERFORMANCE

3 COST

4 AGILITY

5 RISK

6 TRANSFORMATION

7 SERVICE

8 DELOITTE SERVICES

9 CONTACTS

“Deloitte named a global leader in IT infrastructure consulting based on depth and breadth of capabilities by Kennedy”. Source: Kennedy Consulting Research & Advisory:

IT Infrastructure Transformation Consulting @ 2015 ALM Media Properties, LLC Reproduced under licence

Deloitte services

IT Infrastructure Strategy – developing a clear vision linked to the IS and business goals, ITI objectives are articulated and the strategy formulated

Data Centre Strategy & Transformation - selecting a DC strategy covering several dimensions including technology, real estate, GRC, finance and tax – resulting in possible large optimisation 01/ 02/

Cloud Advisory Services - evaluate requirements, assess readiness, build the business case and cloud roadmap(s), and assist with vendor evaluation03/

IT Infrastructure Optimisation/Consolidation - analyse the organisation’s infrastructure to identify cost reduction opportunities through consolidation, standardisation and process optimisation 04/

IT Operations Efficiency - assessment of operational processes and procedures to identify potential issues which could impact the business

IT Services Management Maturity Improvement - a review of the complete IT Service Management function to get a full understanding of the current state as a basis for improving the future state05/ 06/

IT Infrastructure Outsourcing - assist throughout the outsourcing cycle, starting at assessment and ending with transition & transformation. We cover all areas from strategy/value creation and people aspects, to project management and technology

07/

Link to Kennedy Award

Joel VanoverscheldePartner - Advisory & Consulting Leader+352 451 452 [email protected]

Jean-Pierre MaissinPartner - Technology & Enterprise Application+352 451 452 [email protected]

Roland BastinPartner - Information & Technology Risk+352 451 452 [email protected]

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients.Please see www.deloitte.com/about for a more detailed description of DTTL and its member firms.

Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries and territories, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte’s more than 200,000 professionals are committed to becoming the standard of excellence.

This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. No entity in the Deloitte network shall be responsible for any loss whatsoever sustained by any person who relies on this communication.

© 2015. For information, contact Deloitte Touche Tohmatsu Limited. Designed and produced by MarCom at Deloitte Luxembourg.

Contacts

Patrick LaurentPartner - Technology & Enterprise Application Leader+352 451 454 [email protected]

Stéphane HurtaudPartner - Information & Technology Risk+352 451 454 [email protected]

Jesper NielsenDirector - Technology & Enterprise Application+352 451 453 [email protected]

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