how digital business is shaping the next wave of automation

IT & DATA MANAGEMENT RESEARCH,

INDUSTRY ANALYSIS & CONSULTING

Dan Twing

President and COO

EMA

How Digital Business is Shaping

the Next Wave of Automation

Tim Eusterman

Senior Director Solutions Marketing

BMC



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Today’s Presenters

Slide 3 © 2017 Enterprise Management Associates, Inc.

Dan Twing, President and COO, EMA

Dan is responsible for developing and executing strategic market research,

delivering value to IT organizations through consulting engagements, and

directing product developments and marketing efforts. Dan joined EMA in 2005

and has over 25 years of experience in information systems, software

development, and technology outsourcing. Dan focuses on all aspects of

intelligent and automated management of IT.

Tim Eusterman, Senior Director Solutions Marketing, BMC

Tim’s career spans over 25 years of B2B high tech marketing in the supply

chain and enterprise mobile computing industries. In his current position, he

leads the development and execution of the market strategy, BU and product

positioning, demand and content marketing, and sales enablement for the

Digital Business Automation business unit and Control-M product line.



Logistics for Today’s Webinar

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• Log questions in the chat panel located on the lower

left-hand corner of your screen

• Questions will be addressed during the Q&A session

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QUESTIONS

EVENT RECORDING

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Dan Twing

President and COO

EMA

How Digital Business is Shaping

the Next Wave of Automation

Expectations of IT have never been higher

© 2017 Enterprise Management Associates, Inc.

Consumerization of IT

High Speed Innovation

Continuous Delivery

Anywhere Any/Time Access

IoT/ Everything Connected

Big Data/Predictive Analytics

IT Needs To Be Nimble and Flexible


Workload Mobility

Elastic Infrastructure

DevOps

Big Data

Shadow IT

To Survive Businesses Must Go Digital & IT Must

Transform To Deliver On Digital Transformation


Digital

Transformation

An initiative designed to optimize business or

organizational effectiveness via digital and IT services.

To Survive Businesses Must Go Digital & IT Must

Transform To Deliver On Digital Transformation

IT

Transformation

An initiative designed to optimize IT performance for business or organizational

needs and outcomes


Digital

Transformation

An initiative designed to optimize business or

organizational effectiveness via digital and IT services.

IT Transformation & Digital Transformation Interconnected


22%

23%

19%

24%

12%

27%

24%

14%

23%

12%

0% 5% 10% 15% 20% 25% 30%

IT is driving it all

We are primarily driven from within IT, but business stakeholders are activelyinvolved

We are even partners in our digital/IT transformation efforts, 50/50

Significantly-our business (organization) is more than 50% partner in ourtransformaiton efforts

Critically, we are primarily driven by stakeholders outside of IT

IT Transformation Digital Transformation

To what degree are your digital or IT transformation initiatives driven by

stakeholders outside of IT?

Digital Transformation Requires…


Predictive Analytics

&

Visualization

IT Automation

Integrated Tools

Do The Old Things Better



Embrace Speed

Find A Way To Say Yes


&

Visualization

IT Automation Bring A Digital Vision

Integrated Tools

Do The Old Things Better Bring A New Mindset

Digital Business

Automation

Diverse Infrastructure

Accelerated Applications

DisparateData

THREE CHALLENGES OF DIGITAL BUSINESS AUTOMATION

Most Organizations Are Using A Mix Of Environments


Which of the following is your company using to deliver a production

application?

Sample Size = 164, Valid Cases = 164

Slide 15

30%

38%

21%

62%

54%

49%

39%

41%

41%

50%

50%

62%

0% 10% 20% 30% 40% 50% 60% 70%

Platform as a Service (PaaS)

Infrastructure as a Service (IaaS)

Outsourcer

Company-owned data center

Software as a Service (SaaS)

Private Cloud

2017 2015

Workflows are fairly evenly placed across environments


Where are job workflows hosted?

Sample Size = 228, Valid Cases = 228, Total Mentions = 335

10167 77 67

23

82

55

7966

29

87

58

73

53

30

96

61

91

79

19

77

68

68

52

42

0

50

100

150

200

250

300

350

400

450

500

Production Staging Dev/Test Disaster Recovery None

Mainframe Distributed Physical Distributed Virtual Private Cloud Public Cloud

IT Directors are most often deciding where workloads are

placed


Who decides where a specific job workflow must be hosted (physical, virtual,

private cloud, or public cloud)?

43%

27%

9%

7%

6%

6%

1%

0% 10% 20% 30% 40% 50%

IT Director

CIO

VP of Infrastructure

Business owner

Infrastructure administrator

Workload designer

Workload Operator

Column %

Sample Size = 228

Performance and Security concerns rank highest in

determining where workloads are placed


How does your organization determine whether a new workload needs to be

placed in a physical, virtual, private cloud or public cloud environment?

64%

60%

50%

45%

31%

0% 10% 20% 30% 40% 50% 60% 70%

Performance

Security

Cost

Technical ability to deploy workload

Licensing

% Valid Cases (Mentions / Valid Cases)


Users Want Anywhere / Any Device Access


Multi-device adoption by enterprise workers

Laptop or Desktop PC Only11%

Movile Device Only2%

Smartphone & PC49%

Tablet & PC3%

Smartphone, Tablet & PC35%

Slide 19

BYOD Adds To Diversity

© 2017 Enterprise Management Associates, Inc.Slide 20

8%

9%

4%

43%

42%

71%

49%

49%

25%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Smartphone

Tablet

PC

Purchased by user Supplied by employer Partly financed by employer

Who is purchasing enterprise devices?

DIVERSE INFRASTRUCTURE: CUSTOMER SUCCESS

Impact of Control-M:

Delivers ‘ZERO DAY’ global malware threat detection and remediation

Over 1.7 trillion data records ingested per day

Process 1% signal out of 99% noise from millions of data end points

Provides real-time geo spatial mapping of global malware threats to visualize, analyze, prioritize propagation trends for Zero Day remediation

Least cost model 100% delivered on AWS

“In the modern enterprise, cloud infrastructure has allowed us to scale elastically and manage compute

costs by workload hour. Control-M is enabling Malwarebytes to manage cloud infrastructure, Hadoop

applications, ETL jobs, and dashboard refreshes in a way that takes advantage of the cloud billing model.”

Darren Chinen, Sr. Director,Data Science and Engineering, Malwarebytes

Digital Business

Automation



DisparateData


Big Data on the rise


The number of organizations doing Big Data and the number of Big

Data projects within each organization are increasing.

Slide 23

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

Big Data Projects StageBy Year

Investigating Serious Planning In Operation

2012 2013 2014 2016

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

1 2 3 4 5+ 1 2 3 4 5+ 1 2 3 4 5+

Number of Big Data ProjectsBy Year

2013 2014 2016

Originally Planned Information Architecture


System

System

SystemSystem

System

System ODS DWH

Cube

DM

DM

AnalyticalTransactional

A Realistic View



61%

53%

41%

4%

0% 10% 20% 30% 40% 50% 60% 70%

Increases resource requirements

Increases complexity

Increases difficulty of SLA management

None of the above


What has been the impact of Big Data projects on WLA?


Big Data increases resource requirements and complexity

Makes SLA management more difficult

Hybrid Data Ecosystem


Maturing Big Data Implementations are adding to Data Diversity


Workloads

• Nearly 70% of respondents are adopting strategies to implement

complex workloads.

• Over 40% of big data projects are implementing complex workloads

such as advanced analytics and data science.

• The top rated complex workload for big data initiatives is graph

analysis for behavioral and relationship analysis.



Workloads

• Nearly 70% of respondents are adopting strategies to implement

complex workloads.

• Over 40% of big data projects are implementing complex workloads

such as advanced analytics and data science.

• The top rated complex workload for big data initiatives is graph

analysis for behavioral and relationship analysis.

Response

• What Does Real-time Mean? 35%-Immediately 60% by end of

business day.

• 3 of 4 big data projects have an intra-day processing latency

requirement.

• Top business driver is faster response time for operational and

analytical workloads.

• Top real-time processing strategy driver is integrating machine –

generated data into optimization models.



Data Load

• Large big data environments (>10 PB) are expected to grow in 2017.

• Smaller big data environments (<250 TB) are declining.

• Better is Bigger – Robust scored organizations are 6x more likely to

have big data environment sizes over 250TB (69.2%) than those in

the Struggling and Ineffective categories (11.7%).


Structure

• 6 of 10 big data projects use multi-structured data like JSON, XML,

and API provided datasets.

• 17% increase in use of event data from 2014 to 2016.

• A top 3 challenge is accessing internal and external multi-structured

data sets.


Data Load







Structure

• 6 of 10 big data projects use multi-structured data like JSON, XML,

and API provided datasets.

• 17% increase in use of event data from 2014 to 2016.

• A top 3 challenge is accessing internal and external multi-structured

data sets.


Data Load






Economics

• Most common financial driver - reduce operational labor expenses for

data management configuration and operations.

• 10% decline in concern for capital expenditures for data management

hardware from 2014 to 2016.

• Struggling and Ineffective organizations are more concerned with labor

costs.

WLA tools have become better at integrating big data, analytics and BI

tools since 2013


50%

47%

46%

44%

55%

49%

45%

64%

0% 10% 20% 30% 40% 50% 60%

Central dashboard showing data quantities and flows across theprocess

Adapters and connectors for more business applications

Ability to ingest meta data

Deeper integration with Big Data, analytics and BI tools

2016 2013


What additional Big Data-related WLA capabilities would be beneficial?

Job Scheduling continues to be one of the top three Big Data challenges


What are the Big Data-related challenges you face?

53%

53%

40%

36%

0% 10% 20% 30% 40% 50% 60%

Managing large data lakes

Integration with Big Data tools

Integration with other automation tools (e.g. job scheduling)

Insufficient compute power



DISPARATE DATA: CUSTOMER SUCCESS

35


Navistar’s OnCommand™ service reduces vehicle downtime by 40%

Reduced unplanned repairs by up to 30%

Actionable IOT data sets delivered 5x faster

20M+ data records/day collected and transformed from more than 250,000 trucks

20% improved time savings for Hadoop engineers

“We’ve just begun to tap the power of Control-M to help us use big data to enhance remote diagnostics, improve vehicle quality,

and protect critical resources from unauthorized access, among other initiatives.”

Digital Business

Automation



DisparateData


IT Runs a Myriad of Applications for Many Environments


Which of the following types of applications is your company currently delivering

as a production service?

63%

51%

50%

48%

45%

39%

32%

24%

20%

17%

0% 10% 20% 30% 40% 50% 60% 70%

Custom

Commerical, packaged enterprise applications (such as ERP/CRM products)

Employee-facing web applications

Customer-facing web applications

Packaged applications with custom modifications

Web-based applications optimized for mobile

Mainframe as a "back end" system of record for "front end" systems of engagement

Stand alone mainframe applications

Native mobile

Mobile applications interacting with a mainframe

Sample Size = 201

Slide 37


Accelerated Applications – Frequency is increasing at an increasing rate.

4%

1%

3%

32%

18%

15%

19%

5%

2%1% 1%

16%17%

24%

18%

12%

10%

0%

5%

10%

15%

20%

25%

30%

35%

Don’t know 75%+ 50%- 75% 25% - 50% 10% - 25% <10% Same <10% 10% - 25% 25% - 50% 50%- 75% 75%+

INCREASEDDECREASED

2015 2017

How does your organization's frequency of code delivery today compare to that of 12 months ago?

Sample Size = 164


Accelerated Applications – Frequency is increasing at an increasing rate.

4%

1%

3%

32%

18%

15%

19%

5%

2%1% 1%

16%17%

24%

18%

12%

10%

0%

5%

10%

15%

20%

25%

30%

35%

Don’t know 75%+ 50%- 75% 25% - 50% 10% - 25% <10% Same <10% 10% - 25% 25% - 50% 50%- 75% 75%+

INCREASEDDECREASED

2015 2017

2015 – 59% Going faster than 1 year ago.

2017 – 81% Going faster than 1 year ago.

How does your organization's frequency of code delivery today compare to that of 12 months ago?

Sample Size = 164

More Frequent Code Deployment Adds To Complexity


As a rule, how frequently does your organization deploy new code to production?

Sample Size = 365

Slide 40

4%

11%

16%15%

23%

16%15%

6%

4%

10%

13%

24%

19%

23%

0%

5%

10%

15%

20%

25%

30%

< Monthly Monthly Multiple/month Weekly Multiple/week Daily Multiple/day

2015 2017

More Frequent Code Deployment Adds To Complexity


As a rule, how frequently does your organization deploy new code to production?

Sample Size = 365

Slide 41

4%

11%

16%15%

23%

16%15%

6%

4%

10%

13%

24%

19%

23%

0%

5%

10%

15%

20%

25%

30%

< Monthly Monthly Multiple/month Weekly Multiple/week Daily Multiple/day

2015 2017

2015 31%

2017 42% Daily or Multiple Times Per Day

Faster Rate of Change Can Bring More Breakage Along With Better

Application Performance and Quality


How has this increase impacted production environments?

Slide 42

37%

33%

31%

30%

23%

23%

22%

18%

18%

17%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Application performance and/or availability have improved

Development is drawn into production troubleshooting more often

Operations is spending more time on production troubleshooting

Positive impact on quality of applications going into production

Minimal production impact

Executive complaints have increased

We are experiencing a higher number of performance and/or availabilityproblems

Service levels have degraded as rates of change increased

Customer complaints have increased

Project wait times have increased

Positive Outcomes Negative OutcomesSample Size = 130, Valid Cases = 130, Total Mentions = 328

ACCELERATED APPLICATIONS: CUSTOMER SUCCESS GLOBAL TOP-15 RETAILER


• 3 hours to 3 seconds - time to make job changes and deploy from Jenkins

• 140 to 450 - stores able to do holiday digital order fulfillment

• 42% increase - digital sales during holiday period from prior year

“It used to take me hours to change a job’s

name or in/out conditions. But in JSON we can

do a ‘replace all’, apply it to all the jobs and it’s

now a simple change down to a few seconds.”

Self Service

Jobs-as-Code

“With this API, not having to know anything

about Control-M and never having to go into

the Control-M tool, I can deploy my job from

Jenkins to Control-M in seconds.”

Problem: Faulty automation leads to rework in release-to-deploy phase

Resolution: Incorporate Control-M into existing CI / CD pipeline

DevOps Developer

DevOps Developer



Embrace Speed

Find A Way To Say Yes


&

Visualization

IT Automation Bring A Digital Vision

Integrated Tools

Do The Old Things Better Bring A New Mindset

how digital business is shaping the next wave of automation

Technology