CIO Playbook Ebook

The Strategic CIO’s Playbook
Changing business demands require agility, flexibility, and scale.

The right mix of Hybrid IT will accelerate digital transformation.
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Table of Contents
From Functional to Transformational and Beyond >> 5
Set Your Priorities >> 11
Partner with the Business >> 16
Deploy IT as a Service >> 23
Get in Shape >> 29
Speed It Up >> 35
Keep It Secure >> 41
Unlock the Potential >> 48
Charting a New Course >> 56

CIOs aspire to create the
“perfect” IT environment
to drive business growth.
But every environment is unique. True digital transformation
requires a Hybrid IT model that blends on-premises systems,
cutting-edge platforms, and cloud services that, together,
accelerate IT’s ability to meet changing business demands.
The Strategic CIO’s Playbook 3

What is Hybrid IT?
Hybrid IT combines the delivery of enterprise applications, data, and services to keep the
business running and accelerate innovation. It encompasses people, process, and technology,
and spans on-premises and off-premises environments across the data center, private cloud,
public cloud, and the edge of the network. In a Hybrid IT environment, enterprises blend CapEx,
OpEx, as-a-service, and pay-per-use consumption models. This guide explores the foundational
components of Hybrid IT, the strategies to help CIOs partner with the business, and “key plays”
that, if executed successfully, enable successful and sustainable digital transformation.

1
From Functional
to Transformational,
and Beyond
Breaking down boundaries. That’s the key to CIO success in modern-day
business. Boundaries between systems and data. Boundaries between
87%
business and IT. Boundaries between the status quo and new mandates
for agility and transformation.
How do tech leaders find the right formula to break down these dividing lines?
It’s not easy.
of CIOs find their role more
Nearly three-quarters (72%) of CIOs in the 2017 State of the CIO survey challenging than ever
continue to struggle to strike the right balance between business innovation

and operational excellence. And 87% find their role to be more challenging
than ever, in part because the CIO’s role is actually three roles: functional,
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transformational, and strategic. 87% of CIOs find their role
more challenging than ever
CIOs must continue to oversee traditional responsibilities such as system
maintenance and upgrades, negotiating with vendors, and initiating
operational improvements. These keep-the-lights-on tasks account for 20% of
their agenda, according to the State of the CIO survey. Simultaneously, however,
IT leaders are also driving digital transformation efforts and strategic initiatives
that support business innovation or competitive differentiation.
Source: 2017 State of the CIO

“I want to be where I don’t have to
spend a minute of my day thinking
about chilled water in my data center.
That’s not a strategic use of a CIO’s
time in today’s age.”
– Randall Gaboriault,
CIO, Christiana Care Health System

Striking the Right Balance Share this
CIOs are slowly shifting from a functional role to activities focused on transformation and strategy
Transformational activities (business/IT alignment, implementing new systems, redesigning business processes)
Functional activities (improving system performance, cost management, managing IT crises)
Strategic activities (innovation, business strategy, competitive opportunities)
56%
53%
52% 50%
47%
46% 45%
45%
43%
34%
34%
31%
27% 27%
25%
23% 22%
21% 19% 19%
20%
11%
2010 2011 2012 2013 2014 2015 2016 2017

“With limited funds and limited resources, do you spend money on an
operational excellence initiative, or on testing out a new technology as part
of a digital transformation?” says John DiCamillo, Americas CTO at Arup, a
global design and engineering consultancy. “It’s a fine line. But you ultimately
need to be forward thinking to make sure you’re driving the future success of
the business.”
CEOs are adding to the pressure on CIOs with a mounting set of expectations
that similarly straddle strategy and tactics: The C-suite wants CIOs to help
increase corporate revenue growth while simultaneously simplifying IT and
improving security.
The CEO’s Top 3 Priorities for Their CIO
Help reach revenue Upgrade IT and

Simplify IT
growth goals data security
“All roads to the future run through IT, so I have to run faster than my customers,”
says Randall Gaboriault, CIO and SVP of innovation and strategic development
at Christiana Care Health System, a health delivery services provider. “If I become
a constraint, I become an obstacle, and then I become irrelevant.”

In Search of the ‘Perfect’ IT Environment
What’s the best chance for CIOs to re-establish both stability and relevance for
enterprise IT? Savvy CIOs such as Gaboriault and DiCamillo are collaborating
with their business counterparts to create a strategic roadmap for Hybrid IT—a
combination of traditional IT, managed services, and private and public cloud that
is agile and scalable enough to support ever-changing business demands.
All CIOs aspire to create the “perfect” IT environment that optimizes operations and
charts a course toward digital transformation. A common misconception, however,
is that “perfect” is defined by the cloud. In reality, legacy on-premises systems
must remain part of the mix for most organizations because of security concerns,
compliance obligations, or the desire to keep mission-critical applications in the
data center.
“Without Hybrid IT, you go back to having to choose between two models—either
building everything yourself or consuming everything from someone else,” says
Craig Partridge, director of Data Center Platform Consulting for HPE Pointnext.
“Hybrid IT is the strategy to be able to get the best of both worlds – and it’s
fundamental to the digital agenda.”
The beauty of a Hybrid IT model is the flexibility it provides CIOs to mix and match
legacy systems, cutting-edge hyperconverged and composable infrastructures, and
software-defined platforms as needed to deliver desired business results. The right
mix is very much dependent on your organization’s unique needs. But a successful
Hybrid IT model is more than just a means to cost-savings or efficiencies; the proper
infrastructure mix simplifies Hybrid IT and accelerates IT’s value by enabling a pace
that is commensurate with today’s accelerated business cycles.

1. The Shift
Take steps to spend less time on functional tasks and more time on strategic activities
Now Next
Driving Developing and

Improving Negotiating
business refining business
IT operations with vendors
innovation strategy
Developing new
Identifying
go-to-market
Managing costs Putting out fires competitive
strategies and
opportunities
technologies

Top 3 Business Priorities for IT
Set Your Priorities Improving

employee
No established enterprise has the luxury to reboot its IT infrastructure from a
productivity
clean slate, so CIOs need to map out a more practical route that shakes off the
inertia associated with traditional IT—vendor lock-in, proprietary systems, closed
platforms—to enable business innovation at a rapid clip.
Hybrid IT is more than a simple on-premises vs. cloud hosting debate—or even
a technology debate. It is also different than hybrid cloud, which is a specific
deployment model that combines public and private cloud services. Hybrid
IT, by comparison, encompasses cloud and traditional in-house data center Improving
technology, and requires examination in a broader context. This includes customer satisfaction/
the maturity of the technology infrastructure, existence of multiple clouds, experience
management frameworks, cultural readiness, and staffing skills—all with an eye
toward improving business outcomes.
“It’s a workload-by-workload decision-making process focusing on what’s

best for the business,” says Margaret Dawson, senior director of global product
marketing at Red Hat, in the HPE Foundations of Hybrid IT report. “It’s not just a
technology decision about what’s new and sexy. It’s about which workloads
will have the biggest impact on the business.”
Containing costs
Business impact—from improving employee productivity to improving
customer satisfaction—is increasingly a focus of the modern IT organization,
along with longstanding priorities such as cost management.
Source: Computerworld Tech Forecast 2017

There’s no denying that the cloud plays an important role in any transformation
plan. Nearly 8 in 10 organizations in the Computerworld Tech Forecast 2017
survey have moved at least one application or infrastructure component to the
cloud, and 58% say they are getting good, sometimes excellent, business value
56%
from the migration.
But cloud is only one piece of the digital transformation journey; a successful
Hybrid IT model involves charting all existing infrastructure, identifying the of IT leaders say they work with
workloads that should remain in the data center, and cleaning house of business units to prioritize
end-of-life or little-used legacy systems and applications. IT needs to involve IT projects.
line of business users in this basic assessment, working in tandem to weed
out processes and services that no longer have impact while prioritizing
modernization of those that have the most potential for strategic advantage. Share this

CIOs have two basic choices when prioritizing transformation initiatives:
cherry-pick the workloads that promise to deliver the biggest bang for the
buck, or experiment with non-strategic apps that have negligible impact on
day-to-day operations.
79%
At Christiana Care, the IT team focused first on migrating non-core applications
including HR and payroll. “Our thinking was to move those to cloud first
because they are less differentiating to our core value proposition and relatively
low risk,” says Randall Gaboriault, the healthcare provider’s CIO and SVP of
of organizations have moved
innovation and strategic development. “We’ll move up the arc to things that at least one application or
make up our core business over time. And along the way we will learn, and get infrastructure component
better, and get smarter with the cloud.” to the cloud.
To help determine the best deployment approach, companies also need a

Share this
robust governance model based on a variety of technology and non-technology
factors, from cost to compliance risks to business continuity.

Top Areas Targeted for 12-Month Spending Increase
47% 38% 35% 33% 33%
Security Analytics Mobile SaaS App dev

“Given that technology is
the enabler for what we
“Think of governance as the engine that defines what services within the IT
need to do, [Hybrid IT]
supply chain are available and matches them appropriately as demand comes
allows us to have more
in,” says Craig Partridge, director of Data Center Platform Consulting for HPE
people focused on value
Pointnext. “Without a governance model, everything else is just a collection of
creation and business
technology.” opportunity rather than
on technology opportunity.”
The governance model will also help CIOs keep potential digital sprawl in
check as workload-specific hardware platforms, legacy operations, and cloud- Randall Gaboriault,
based services begin to co-exist. A Hybrid IT approach enables organizations CIO, Christiana Care
Health System
to more logically mix and match solutions that best fit the business need,
unencumbered by inflexible IT architectures and without the complexity
that stalls many technology rollouts and can impede digital transformation.
Hybrid IT speeds digital transformation by ensuring businesses have enough

flexibility for continuous innovation, with systems that can be scaled, shared,
or reprovisioned as requirements change in response to shifting market or
customer demands.

“With limited funds and limited
resources, do you spend money on an
operational excellence initiative, or on
testing out a new technology as part of
a digital transformation? It’s a fine line.
But you ultimately need to be forward
thinking to make sure you’re driving the
future success of the business.”
– John DiCamillo,
Americas CTO, Arup

Core systems/
2. The Option apps
Pick the best lane for Hybrid IT transition
Compliance
Stay on-prem
needs
Governance
Non-strategic Low risk/ Test and

workloads low impact learn
Move to cloud
Mission-critical More bang

workloads for the buck
Delivery model Decision drivers

3
Partner with the Business

CIOs know that aligning with the business is critical for successful digital
transformation. Business functions now control 46% of technology investments,
up from 43% in 2016, according to the 2017 State of the CIO survey. As the
spending power shifts, the challenge for many CIOs is to become a trusted
partner, not just to advise on platforms or technology choices but also to
position IT as an enabling force for innovation. Business functions control
46%
To become a true partner, CIOs need a transformation plan that extends their
traditional business case development beyond the typical ROI process, which
remains focused on benefits such as reducing costs or boosting operational
efficiency. In the accelerated pace of the digital world, it’s even more critical for
of technology investments,
CIOs to demonstrate how IT can help the business quickly execute new ideas,
up from 43% in 2016
create new products and services faster, and deliver positive business outcomes.
“You still have traditional ROI where you make the case that something will
work harder or be faster or is cheaper,” notes Craig Partridge, director of Data Share this
Center Platform Consulting for HPE Pointnext. “Now it’s also about making sure 87% of CIOs find their role
IT isn’t seen as a roadblock but, rather, as an innovation engine that can support more challenging than ever
the pace at which the business wants to move.”

Top Business Drivers of IT Investments
40%
Improve customer experience
26%
35%
Increase operational efficiency
36%
Transform existing business processes 34%

21%
Grow the business 33%

28%
Increase cybersecurity protections 26%

20%
Improve organization’s agility 23%

9%
Improve profitability 20%

24%
■ Heads of IT ■ Line of Business
The innovation engine that Partridge describes consists of a carefully constructed mix of people, process, technology, and economics. It is built
from the outside in, emphasizing business outcomes in the form of improving customer experience, increasing operational efficiency, transforming
business processes, and/or growing the business. As part of a broad transformation plan, the CIO needs to define how the infrastructure that
enables these outcomes meets a multitude of requirements, from performance and latency needs to security and compliance.

Flexible Consumption Models
Adopting a flexible consumption model for IT services is a critical step toward

meeting business expectations, because it ensures that IT can respond to
changing business needs in a timely and cost-effective manner.
New consumption models deliver much more flexibility, enabling businesses to

throttle up and scale back IT services, paying only for capacity used. In addition,
as cloud services proliferate under Hybrid IT, CIOs can play up the potential
benefits of shifting IT and data center spending away from a costly upfront
capital expense (CapEx) model to an as-a-service or pay-as-you-go operating
expense (OpEx) model. Aquilent, a government IT solutions provider, estimates
that companies can achieve 75% to 90% savings with an OpEx model, compared
to traditional data center costs.
“It’s my job to help the organization understand that moving from a capital
investment expense to an operational investment cycle enables us to better
match and change capacity on demand,” says Randall Gaboriault, CIO and
senior vice president of innovation and strategic development for
Christiana Care Health System.
Gaboriault emphasizes that the business isn’t really concerned about where
systems run, just that they’re delivering the promised benefits to the business.
“My customers don’t really care anymore how their services are being delivered,”
he says. “They just care about getting what they need. Whether I deliver that
through the cloud or on-premises is irrelevant to them.”

“My customers don’t really care
anymore how their services are
being delivered. They just care
about getting what they need.”
– Randall Gaboriault,
CIO, Christiana Care Health System

Reduce operational costs
• Don’t make upfront payments
• Pay for what you use
• Optimize cash flows
• Eliminate the cost of overprovisioning
• Align IT costs with business demand
4
Decrease time to value
2
• Increase available capacity in minutes, not months
• Refresh as needed with simple change orders
• Avoid long procurement processes
Align with business needs

3
Benefits of a Flexible • Improve IT delivery
• React quickly to market demands
Consumption
• Share utilization risk
Model • Free up IT staff to focus on innovation
Scale to the cloud

4
• Scale with public cloud services
• Have one contract, one invoice, one usage portal
Source: HPE Pointnext, HPE Flexible Capacity: Go hybrid and get the best of both worlds

Strong Governance Six Myths About IT Financials
Regardless of the consumption model, strong IT governance

is critical. For example, Aetna‘s IT organization has built
1 The CFO just wants to cut costs and limit spending.
a robust portfolio management practice to help guide
decision-making related to various IT services, according to
Renee Zaugg, the firm’s vice president of IT infrastructure
and development. Business-controlled investments in
2 OpEx is better than CapEx.
technologies such as Microsoft Office 365 are put through
a traditional ROI benefits analysis. Service catalogs provide
a menu of available services, and Zaugg’s group provides
full transparency by comparing the cost of its in-house
Leasing is preferable to ownership from a
3
services with those of leading IaaS, SaaS, and PaaS offerings. cash flow perspective.
Other checks and balances come by way of a centralized
procurement organization, which ensures that the business
doesn’t adopt technology that puts the enterprise at risk. Everything is moving to the cloud, so there’s
4
no point in investing in the data center.
“Our services are generally one-third the cost of cloud
services, once you add everything in,” Zaugg says. “We have
a way to vet that, along with core infrastructure, to inform
them so they can make the best business decision about
where to invest.” The public cloud is always the cheapest option for
5
running a workload.
CIOs need to follow Zaugg’s lead to help dispel the myth that
on-premises services are always a more expensive option
than the cloud, especially if companies have already made The public cloud eliminates management
6
a significant capital investment in data center capacity. and administrative costs.
Source: Frost & Sullivan, Infrastructure

Economics: What IT Leaders Can Learn from
the CFO Organization (and Vice Versa)

3. The Return
Three principles for financing Hybrid IT
Have a plan and

Don’t be afraid to
goals to determine the
Keep a close eye on “de-cloud” applications
effectiveness of cloud and
operational expenses and services if they prove
hybrid cloud transitions.
during cloud deployments. more expensive to operate
If those goals aren’t being
in the new paradigm.
met, find out why.
Source: HPE, How to finance Hybrid IT

4
Deploy IT as a Service
While enterprise cloud migration shows no signs of abating, organizations are
29%
discovering the public cloud is not always a suitable fit for many critical and A flexible, scalable, on-premise
infrastructure is 29% less
sensitive workloads that still demand traditional IT controls. This has prompted
expensive than a self-managed
interest in a new IT delivery model that brings cloud-like benefits such as
private cloud.
scalability and pay-per-use consumption to on-premises data centers.
Consumption-based IT services, commonly referred to as IT as a Service Share this
(ITaaS), allow organizations to extend the financial, ease-of-deployment,

and elasticity benefits of the public cloud to their on-premises data center Source: 451 Research
environments. In this model, a services partner takes responsibility for much

of the undifferentiated heavy lifting associated with operating an on-premises
data center—for example, capacity planning, and delivering infrastructure
and application services—and only charges customers for the services they
consume. The pay-as-you-go approach moves organizations closer to the
goal of “IT that just works”—a catchphrase associated with the public
cloud—without sacrificing the established controls and governance of
the traditional data center.
28%
Consumption-based IT
offers potential efficiency
For William Mayo, CIO of the Broad Institute, a biomedical and genomic
improvements of up to 28%.
research center, consumption-based IT also provides cloud-like benefits
without having to migrate certain applications and workloads.
“Flexibility is the overriding argument for a cloud-first approach,” says Mayo. Share this
“I want the same flexibility for the things I can’t bring to the cloud yet.”
Source: IDC/HPE

“IT demand is quite curvy, and you
almost never have it right. You often
have too little, and your customers are
unhappy, or too much, which means
you’re wasting money.”
– William Mayo,
CIO, Broad Institute

Consumption-based IT provides that flexibility while addressing an age-old IT issue:
balancing supply and demand. “IT demand is quite curvy, and you almost never have
it right,” Mayo says. “You often have too little, and your customers are unhappy, or too
much, which means you’re wasting money.”
The desire to simplify IT operations, decrease expenditures on capital equipment,

and free up resources consumed by traditional IT housekeeping is fueling interest
in consumption-based IT services. IDC predicts consumption-based procurement
in data centers will account for as much as 40% of total enterprise IT infrastructure
spending by 2020. There’s a strong case to be made for the transition: A 451 Research
survey found a flexible, scalable, on-premise infrastructure is on par with public cloud,
and 29% less expensive than a self-managed private cloud. In addition, by offloading
routine operations to a single point of contact focused on continuous improvement,
consumption-based IT offers potential efficiency improvements of up to 28%.
Mayo notes that the benefits of a consumption-based model extend beyond the
economics. “I now have the ability to change my architectural selections more
frequently than I otherwise could,” he explains. “Not just matching supply and demand,
but matching the particular capability more closely.”
Those capabilities could include scaling storage capacity in support of a big data
initiative, or rapidly deploying an IoT environment that can process data at the edge
without increasing complexity.

Making the Transition
Transitioning to a consumption-based IT model begins with an infrastructure

needs assessment: defining the right mix of hybrid IT for applications and
workloads based on current and planned workloads, business needs, and
capacity requirements. Central to this phase is capacity planning, which
ensures IT resources are “right sized” to cost-effectively meet current and future
business requirements. ITaaS solutions address critical challenges in this area by
proactively monitoring performance and load on servers, storage, and other key
50%
infrastructure elements to understand usage patterns for future capacity.
An ITaaS solution also should allow for a buffer of flexible, pre-provisioned

capacity that automatically deploys to handle peak demands and growth. This
of IT decision-makers have
approach eliminates costly overprovisioning; or on the flip side, suffering the
experienced downtime because
consequences of underestimating capacity needs. The 451 Research survey found
of ineffective capacity planning.
that half of respondents experienced downtime because of ineffective capacity
planning; 59% of responding enterprises typically overprovision for compute, on
average; and 48% overprovision for storage.
Share this
Technology services provider Sogeti’s move to an IT consumption-based model
allows it to align capacity more closely to its clients’ projects. The approach
has enabled Sogeti to instantly scale up storage and compute capacity when
required, pay only for what it uses, and reduce hardware costs by 30%.
For Broad Institute, a consumption-based IT model delivers economic and

capacity management benefits for services it can’t migrate to the cloud. Storage
was an obvious candidate for the new model, given the institute’s 70-petabyte
storage footprint and the need for flexible capacity to accommodate the needs
of researchers.
Source: 451 Research

Next up: compute, which Mayo admits is a bit more complicated because of the myriad
configurations involved.
The key to a successful consumption-based model, Mayo adds, is investing the time
to truly understand your cost structure, to ensure you’ll get the anticipated economic
benefits of a more flexible model. “Do cold, hard calculations to understand the dynamics
of your costs,” he says. “Don’t just jump into it with a leap of faith.”
It’s also critical to find the right partner to reliably deliver outcome-based solutions
in critical areas such as storage, database, big data, SAP HANA, and edge computing.
For example, Dansk Supermarked Group (DSG), Denmark’s largest retailer with both
e-commerce initiatives and retail chain stores, deployed a consumption-based IT solution
tuned specifically for big data. The transition from an underperforming data warehouse to
an outcome-based ITaaS big data solution—which included processing, storage, backup
and recovery, and flexible capacity scaling—transformed an IT bottleneck into in-store
analytics and business agility. The ability to make inventory decisions based on precise,
timely customer information has helped the company increase revenue while
reducing waste.
As Broad Institute, DSG, and Sogeti have discovered, the public cloud has helped
organizations achieve new levels of business agility, scalability, and flexibility. But as
they get deeper into public cloud usage, more organizations have found they need to
pay close attention to their costs, risks, and performances. With a consumption-based IT
model, organizations can take advantage of cloud-like benefits in their on-premises data
centers without sacrificing traditional IT controls and ownership. Public cloud operations
are different from IT operations, but many of the same goals and disciplines apply.
An interesting evolution is emerging as IT leaders redefine the operating model for a
Hybrid IT environment.

4. The Blueprint
4 guiding principles for consuming and operating IT as a Service (ITaaS)
Establish scalability-
on-demand processes
as part of the ITaaS
business model
Define the right mix

for the proper control
based on current
business needs
Re-allocate IT resources
to areas that will have
Align cash flow with
the greatest impact
revenue streams
on the business
Source: HPE, Consume and Operate IT as a Service (ITaaS)

Hybrid IT: Remixing the Budget
5 Plans to increase spending across several categories reflect
an evolving Hybrid IT mix.
Get in Shape
Virtually all roads to agility stem from data
center modernization—which is why so
many organizations are embracing software-
SaaS 33%
defined infrastructure and other core
foundational elements to get their digital
Virtualization 29%
transformation initiatives in shape. Data center consolidation/
optimization/modernization 28%
A growing mix of next-generation services,
layered onto on-premises enterprise systems,
IaaS 27%
has put a spotlight on underpowered Private cloud 27%
computing infrastructure and aging storage
systems. One CEB study found that 63% of Legacy systems
modernization/replacement 26%
business leaders said their organizations
are too slow to exploit technology-enabled PaaS 24%
opportunities. In response, HPE found, 60%
of businesses are steering toward Hybrid IT On-premises software 23%
solutions as the current or future makeup of
their enterprise computing solutions. Public cloud
22%
Hybrid cloud
22%

By modernizing the data center around Hybrid IT, organizations can overcome
traditional hurdles to rapid IT provisioning while ensuring scalability and the flexibility to
accommodate a broad set of workloads. Most importantly, however, the changes enable
IT to act as a service broker to the business, seamlessly enabling applications and services
to be deployed when and where they are needed in response to shifting demands, new
processes, and emerging business opportunities.
Four important building blocks are critical to a successful Hybrid IT model:
Containers and hyperconverged capabilities
The proliferation of virtual machines (VMs) has matured into container technology, which
leverages software-defined technology to abstract processes from hardware but also
decouples the process from the underlying operating system. Because they are smaller,
faster to deploy, and easily scalable, containers are easy to move from one environment to
another, making them a good fit for Hybrid IT, where deployments can shift in response to
changing business requirements.
Having a hyperconverged infrastructure is yet another way to reduce complexity by

consolidating the former disparate functions of the IT stack (compute, networking,
storage, and virtualization) into a single, software-defined platform that brings the agility
of the cloud to on-premises infrastructure.
Software-defined infrastructure
A software-defined approach replaces the manual effort of provisioning, monitoring,

and managing IT networks, computing resources, and storage—‚essentially automating
complex tasks via a set of programmable business rules. As part of a broader Hybrid IT
model, software-defined infrastructure helps IT function as an internal service broker

able to quickly provision or “compose” cloud or on-premises resources for any type of
workload while maintaining management and control via a centralized console.
John DiCamillo, Americas CTO for Arup, is queuing up an IT service broker function
for cloud capabilities as part of the firm’s data center makeover. Historically, business
users who couldn’t get access to a service they wanted in a reasonable timeframe
would circumvent IT and purchase cloud capabilities on their own.
To add some structure to those efforts, DiCamillo’s team created a function that
enables staffers to access cloud services with their own ID, covering connectivity,
account management, and payment. The cloud-enablement program “means we
don’t have to reinvent the wheel every time,” he says. “We work with the business
users and share information across the disciplines. It’s a stepping stone, but once the
floodgates open, IT will need to think about the next activity, which is catalogs.”
Composable infrastructure
Building on the marriage of hyperconverged infrastructure and software-defined

capabilities is the concept of composable infrastructure. With a composable model,
IT can rapidly assemble a complex architecture of systems based on previously
defined templates and use of common management platforms and open standards
such as the REST API.
A key benefit of a composable architecture is the ability to reconfigure systems to

meet changing requirements in minutes rather than requiring the months-long
rollouts associated with traditional IT.

Automation and orchestration
Automating IT processes and workflows is a critical capability in a Hybrid IT model.

Automation ensures agile and rapid response and significantly decreases the
day-to-day management burden for IT organizations, enabling them to focus
on higher-value, business-oriented activities such as improving online ordering
performance or shaving time off a product launch.
APIs and open, modular tools help ensure that workloads are seamlessly orchestrated
between on-premises data centers and the public cloud. Another key orchestration
component: centralized management solutions that span hybrid and multicloud
environments, enabling workloads to flow continuously across environments and
ensuring universal adherence to business and compliance requirements.
At Aetna, an API architecture and automation are now essential ingredients for every
computing stack, even for legacy systems based on COBOL and Java, according
to Renee Zaugg, the firm’s vice president of IT infrastructure and development.
“We have a mandate that anytime the code is opened – for break/fix or even small
enhancements—developers have to use the automated stack,” Zaugg explains.
“We’re getting higher-quality code as a result—and it’s also less expensive for code
remediation and testing.”

“We have a mandate that anytime
the code is opened, developers
have to use the automated stack.
We’re getting higher-quality code as
a result—and it’s also less expensive
for code remediation and testing.”
– Renee Zaugg,
VP, IT Infrastructure & Development, Aetna

5. The Opener
A software-defined infrastructure (SDI) helps to remove
complexity and accelerate service improvement through open,
programmable controls. Apply these controls in three layers:
1. An IT administrative control layer facilitated by the composable infrastructure

2. Line-of-business (LOB) control through the cloud
3. Application-level control through the software-defined architecture
Traditional IT New Style of IT
Implement programmable control

Compute
1. Composable of your infrastructure
Flexibility of resources
Virtualize
Accelerate both cloud and IT
convergence efforts
Storage
2. Cloud
Immediate access
Automate to resources Manage a unified view of physical
and virtual resources
Networking
3. Software-defined
Provide open control choices for
Security Automation of resources
improving your technology, processes,
and workforce
HPE Pointnext, Accelerate Your Hybrid IT Journey

Key Requirements of a
6 Composable Infrastructure
Management capabilities that IT professionals believe must be provided as
Speed It Up part of the software included with composable infrastructure
Move faster. That’s the mantra that most CIOs have been hearing from
their business colleagues for some time now. IT’s historically methodical
pace helped drive the shadow IT movement and all the complications
that have arisen from it, from performance and compliance concerns to
the unexpectedly high costs of cloud services. Strategic CIOs have taken
shadow IT’s key lesson to heart, however: IT needs to pick up the pace. 68% 61%
A Hybrid IT model is a catalyst for much-needed organizational Storage Efficiency Security Features
agility, because it enables IT to launch new capabilities quickly and
to seamlessly dial up and scale back resources based on changing
business needs. Flexible consumption models that mix and match
59%
private cloud, public cloud, and on-premises infrastructure are crucial in
digital transformation. With these foundational components of Hybrid IT Operations Analytics
IT in place, CIOs can begin to accelerate service delivery, at scale.
Acceleration requires CIOs to rethink their traditional on-premises 58% 58%

infrastructure. Merging previously separate computing, storage,
networking, and virtualization capabilities into a single, composable
Built-in Backup Provisioning/Workload
infrastructure lets IT teams pool resources for maximum flexibility
Optimization
and efficiency. Adding software-defined intelligence to assemble and
reconfigure resources on the fly lets developers and business users
request capacity for a project with the push of a button and have
access in minutes.
Source: IDC

“We now build a minimally viable
product to test and learn as we
build. It’s a fundamental change
in how we operate.”
– Anil Cheriyan,
CIO, SunTrust Banks

A composable infrastructure was a game-changer for EMIS Health, the United
Kingdom’s leading provider of innovative healthcare technologies. The new
platform, which replaced a heavily customized, three-tier traditional data center
infrastructure, has resulted in lower server and hardware costs, greater employee
productivity, and revenue increases tied to the company’s ability to respond
dynamically to the business demands of the healthcare industry.
At Broad Institute, the ongoing transition to cloud and managed services has
fundamentally changed the IT team’s structure and roles, according to CIO
William Mayo. Because the Institute relies on high-performance computing for
its biomedical and genomic research, modern-day infrastructure such as
software-defined capabilities and composable architecture are critical.
“As we’ve made our cloud migration, it’s become clear that we don’t need to put
hands on a keyboard or a piece of hardware to maintain it anymore,” says Mayo.
“I can have the software pick up a configuration, create the VM [virtual machine]—
or 1,000 VMs—at the moment it’s needed, do what’s needed, and then shut them
back down. I completely get out of this sysadmin/storage admin construct that
we’ve had for so long.”

Top Desired Benefits of Composable Infrastructure
IT users’ priorities for deploying composable systems
55% 46% 44%
Improved Improved
Improved
utilization of business
IT staff
computing agility
productivity
resources
36% 36%
Improved
Faster time to utilization
market of storage
resources
Source: IDC

Additional fuel to speed up IT service delivery comes in the form of a single,
unified API that is used to construct the fluid resource pools. That’s augmented by
a central management platform that provides a holistic view of the infrastructure
that bridges any gaps between on-premises enterprise systems and cloud-based
services. This end-to-end visibility, coupled with automation and orchestration
capabilities, is the IT equivalent of putting the pedal to the metal.
SunTrust Banks has compiled these technologies and methodologies into the
aptly named Business Accelerator, a technology stack that comprises design
thinking, agile development, DevOps, modular architectures, microservices, and
the cloud. “Design thinking changes the way the business operates. All the other
layers change how IT operates,” says Anil Cheriyan, SunTrust’s CIO.
The Business Accelerator has dramatically improved flexibility and reduced

deployment times for new services. It replaces SunTrust’s traditional waterfall
method for software development, which involved extended cycles of stakeholder
meetings, requirements, use cases, system design, infrastructure planning, and
security integration. The new DevOps-oriented approach enables more elastic,
real-time deployments. “Now, we build a minimally viable product to test and
learn as we build,” Cheriyan says. “It’s a fundamental change in how we operate.”

6. The Fly Pattern
Use these composable infrastructure principles to
accelerate transformation of on-premises infrastructure:
Unified API Fluid Resource Pool
A single interface to discover, A single pool of resources enables

search, inventory, configure, you to run any kind of workload—
provision, update, and diagnose physical, virtual, or container-based—
your data center infrastructure. at any time, based on need.
A unified API enables abstraction Moving to a single pool of fluid
and automation of any physical or resources effectively eliminates
Software-Defined Intelligence
virtual resource. infrastructure silos.
A common software layer that
serves as a complete, configurable,
and programmable abstraction layer
for all resources in the data center.
This enables fast, policy‐based
automation of applications and
infrastructure across development,
testing, and production.
Source: Composable Infrastructure for Dummies

7
Keep It Secure
Cybersecurity is no longer a layer that’s added at the end of a project.
An increasingly sophisticated threat landscape and more distributed IT
environments are forcing organizations to ensure that security is baked
into all aspects of their Hybrid IT models, from on-premises systems to
cloud applications. A secure, resilient infrastructure is vital to reduce risk
12%
and increase the reliability of mission-critical systems and applications.
Security has become the top priority for IT projects. In the next 12
months, 60% of enterprises plan to increase spending on security
technologies as they try to reduce the risk of an attack that could
Average portion of IT budget
disrupt operations and lead to significant financial loss or brand
allocated to IT security
damage, according to the Computerworld Tech Forecast.
Share this

IT leaders’ single
most important
technology project
Security Technologies 14%

Legacy Systems Modernization/
Replacement 10% Primary goal of their
most important
On-Premises Software
10% technology project
Data Analytics
7% Meet Security, Privacy or Compliance Goals 19%
SaaS 6% Increase Productivity
19%
Application Development/Upgrade/
5%
17%
Replacement
Improve Customer Satisfaction/
Experience
Data Center Consolidation/
4%
16%
Optimization
Generate New or Increased
Revenue Streams
Private Cloud Computing 4% Maintain or Improve Expected

Service Levels 16%
Cut Costs 11%

Rising threats have led many organizations to integrate security tightly
into their overall IT strategies across all platforms and systems, and
down into functions such as software development. More than half Security Syncs Up with IT
(51%) of CIOs in the 2017 State of the CIO survey said security is now an
integral part of IT strategy – up from 37% in 2016. In heavily regulated IT security
IT security
industries such as healthcare and financial services, those percentages strategy is an strategy
are much higher (68% and 64%, respectively). integral part is loosely
of our overall incorporated
IT strategy into our overall
“Security is built into every initiative and every single capability upfront. IT strategy
It’s not something you do at the end of a milestone,” says Anil Cheriyan,
CIO of SunTrust Banks. “As you build orchestration between public,
private, on-prem, and co-location facilities, security has to be an integral 36%
part of that. And when you implement new capabilities, all the different
aspects of security, such as access management or vulnerability testing,
need to be engineered for every new capability.” 51%
12%
Hybrid IT can reinforce an organization’s security posture because
it provides the option to calibrate your decisions and choose the
best place for each piece of your data. The challenge, however, is
not so much where the data is stored; it’s the added complexity of
safeguarding information as it traverses on-premises, public cloud,
and private cloud environments. IT security
investments are
“Whenever you make your environment more complex, there’s the typically reactive
in response
potential for more mistakes,” says William Mayo, CIO of Broad Institute. to IT security
“And ultimately that is the driving force behind dev-ops/no-ops in this challenges or
whole space. As your environment gets more complex, the old ways events
just don’t scale.”

“Security is built into every initiative
and every single capability upfront.
It’s not something you do at the
end of a milestone.”
– Anil Cheriyan,
CIO, SunTrust Banks

A comprehensive security and governance audit is a critical first step in
shoring up Hybrid IT security practices. The audit should include an evaluation
of all policies and user privileges, as well as where and how data is stored
throughout the organization.
End-to-end visibility will allow security teams to introduce the right mix of
security layers and controls to ensure redundancies and create protections
across the entire infrastructure.
Data-centric security techniques, combined with identity-based controls,

are gaining traction as better ways to defend against unauthorized access
to information and systems across environments. Companies are deploying
advanced encryption techniques to protect data at rest, in motion, and in use
across public and private clouds and enterprise systems. Identity management
provides an additional layer of role-based access rights across service catalogs
and enterprise directories.
For example, Ameripride has integrated identity solutions into its security mix
as it moves more applications and infrastructure to the cloud as part of its
Hybrid IT transformation, according to Jeff Baken, director of infrastructure at
the uniform rental and linen supply company. “We’re trying to establish more
role- and profile-based solutions,” he says, “so it doesn’t matter whether users
are at home, in the office, or at a plant location. We authorize access based on
the user vs. where they are or what they are trying to do.”

“It doesn’t matter whether users are
at home, in the office, or at a plant
location. We authorize access based
on the user vs. where they are or
what they are trying to do.”
– Jeff Baken
Director of Infrastructure, AmeriPride

7. The Block Deploy to a dynamically
3
6 steps to improve Hybrid IT security hardened infrastructure to
reduce risk on virtualized
data center traffic.
Implement a shared
Build a data-centric access-management solution
2 approach to security, with
encryption at the core.
4 that integrates cloud-based
identities with corporate
identity directories.
Introduce security into the
1 5
software development lifecycle Proactively monitor,
to improve security and reduce detect, and respond
the cost of vulnerability fixes. to security threats.
Integrate security policies

across cloud and on-premises
6 infrastructure to maintain
continuous regulatory
compliance.
Source: HPE, Rethink Security in a Hybrid Cloud World

8
Unlock the Potential

Which of these disruptive technologies is most
Data is the currency of the new digital economy. likely to have an impact on your organization
The hallmark of data-driven success, however, lies over the next three to five years?
in each organization’s ability to harness information
effectively to improve business outcomes—from
increasing customer satisfaction to reducing risk. Big data/analytics 30%
IT leaders are expecting big things from big data. Cloud/SaaS 29%
Many view analytics as the technology that’s most
likely to have an impact on their organizations
Self-service IT 22%
over the next three to five years, according to
Computerworld’s 2017 Tech Forecast survey.
Mobile payments 20%
However, as CIOs steer their organizations toward
Internet of Things 20%
19%
data-driven enterprises, many are finding their AI/knowledge-based
systems
efforts thwarted by inflexible IT infrastructure and
legacy data warehouses. A growing “app-data gap”
between applications and the data that business
users need daily can inhibit productivity.
The rising volume, velocity, and variety of data
create challenges for companies to easily and
cost-effectively scale storage and compute capacity.
Organizations need large quantities of both to fuel

faster decision-making and react in real-time to the

ebbs and flows of business. They also need storage that’s smart enough
to predict and prevent downtime and other issues that can impact the
business. For example, HPE has demonstrated that its predictive all-flash
solution automatically predicts and prevents 86% of storage-related
problems. The goal is a data center that is self-healing, self-managing,
and self-optimizing.
In data-heavy industries such as biomedicine, many organizations are
41%
accelerating the move to public cloud as they bump up against the
limits of on-premises storage and processing capabilities.
“The power of genomics is a statistics game. You need big data sets,” says
William Mayo, CIO at Broad Institute, a biomedical research organization. of enterprise CIOs expect to
“To build those data sets, we need to share across researchers, and I can’t experience a shortage in data
do this at petabyte scale by copying among data centers. That needs to science/analytics skills over
start outside [in the public cloud] and stay there.” the next 12 months.
The challenge becomes even more daunting as CIOs begin to integrate new
data sources from Internet of Things (IoT) and other “edge” devices. Much of Share this
this data will stay where it’s created for practical reasons, such as data size,
response time, and regulations regarding data privacy and sovereignty.
Therefore, as organizations use the public cloud to perform advanced analytics

on massive amounts of data, they also must prepare for a future characterized
by edge analytics, which utilizes machine learning to transform data wherever
it resides and send insights, not just raw data, back to the core.

Eliminating pain points
At AmeriPride, CIO Steven John and his team made a decision two and a half
years ago to gut the company’s existing information stack, replacing a data
warehouse that John admits never had the vision or financial support needed
to work effectively. In its place, the company implemented three core
components: Tableau visualization software, Micro Focus’s Vertica distributed
analytical database, and Informatica’s data management platform.
1/3
At a basic level, the simplified stack helped John’s team eliminate one significant
pain point: Reducing the time required to produce daily operational reports.
A process that used to take 36 hours now runs in fewer than 15 minutes.
of IT leaders believe big data/ Streamlined reporting has enabled AmeriPride to expand its analytics effort
analytics are driving the across the business. John’s team has built 20 dashboards by which employees
biggest IT investments – but now live and lead, providing real-time visibility into everything from safety
just 16% of LOB leaders agree. standards to fleet management.
“We have 60 plants in North America, and each is essentially a small business,”
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says John. “They need information on a daily basis that allows them to serve their
customers and compare against our metrics to see if they’re winning or losing.”
The analytics infrastructure has become a foundational piece of AmeriPride’s

broader Hybrid IT vision to simplify, standardize, and automate across the business.
“We had a three-legged stool with two legs: good judgment and good leadership,”
says John. “We added good data, which gives us a solid base to make better
decisions. It has changed the entire dynamic of our company.”

“We had a three-legged stool with
two legs: good judgment and good
leadership. We added good data,
which gives us a solid base to make
better decisions. It has changed the
entire dynamic of our company.”
– Steven John, CIO,

AmeriPride

Machine learning drives insights
A flexible Hybrid IT infrastructure that can scale storage and computing capacity
as needed opens the door to an influx of data that can overwhelm traditional data
management methods, tools, and analytics teams. That’s where machine learning
plays an increasingly important role. Organizations are increasingly evaluating solutions
that utilize machine learning and predictive analytics for many infrastructure-related
activities such as downtime prediction, prescriptive resolution, root-cause analysis,
and even analytics-driven tech support.
“A lot of data can be a liability if you don’t know what to do with it,” says Jeff Wike,
CTO at DreamWorks Animation, creators of blockbuster movie franchises such as “Shrek”
and “How to Train Your Dragon”. DreamWorks Animation certainly produces a lot of
data: A single 90-minute, computer-generated animated feature film, at 24 frames per
second, comprises 130,000 individual frames—approximately 500 million digital files.
The studio’s image-rendering operation processes up to 112,000 transactions per second
during image creation while collecting close to 1 million artifacts about that information
daily, according to Wike.
As part of a broader transformation of its data center and data management

architecture, DreamWorks has optimized its rendering operations with advanced
analytics. The approach helps determine how long it takes to make a particular image
and exactly what resources are needed for specific tasks based on past performance.

“A lot of data can be a
liability if you don’t know
what to do with it.”
– Jeff Wike, CTO,

DreamWorks Animation

Automating this analysis is a big step forward from manually examining
log files in search of patterns. “Guessing was not very reliable,” Wike says.
“By actually capturing those artifacts and predicting their patterns through
machine learning, when a similar job comes in we know precisely how many
resources to devote to it.” The system has improved rendering performance by
about 15%.
The analytics tools also use anomaly-detection methods to help identify

problems with rendering processes. “Anomalies can throw a wrench in your
plans to complete a project,” Wike says. “The ability to detect problems as they
are happening—or before they start—and triage them has a huge impact.”
“That’s really the biggest advantage. It saves an enormous amount of artists’

time and engineering resources trying to solve problems when we’re in the
heat of production,” he says. “That’s priceless.”

8. The 3 Cs
Organizations are using edge computing to create
smarter buildings, cities, work spaces, retail experiences,
factory floors, and more. Here’s how to capture deeper
insights from the “Intelligent Edge.” Control
Configure, actuate,
or orchestrate the
things and equipment
at the edge.
Compute
Analyze data from the
edge to reveal new
business, engineering,
or scientific insights.
Connectivity
Network or direct connect
the devices and things at the edge:
cars, tools, gadgets, appliances,
people, power grids, robots, street
lights, pumps, buildings, etc.
Source: HPE, The Intelligent Edge: What It Is, What It’s Not, and Why It’s Useful

9
Charting a New Course

Whether it’s a new customer experience, a platform to
support nascent revenue models, or a system to streamline
existing operations, digital transformation is driving the
outcomes that define modern-day business.
This transformation won’t be successful, however, unless

CIOs are willing and able to chart a new course for
enterprise IT—characterized by flexibility, speed, agility,
innovation and a laser focus on enabling the business.
“You want to be able to adopt technology or ways of

working that make your business more efficient and
give you competitive advantage,” says Jeff Wike, CTO at
DreamWorks Animation. “In order to accomplish those
goals, we need the flexibility to meet the demands of our
changing environment with a high amount of efficiency
and utilization.”

“By establishing a flexible and
dynamic environment, we are
ready to react to whatever
business need is out there.”
– Jeff Baken,
Director of Infrastructure, AmeriPride

Wike and other savvy technology innovators are embracing Hybrid IT as the foundation
for digital transformation. The ability to seamlessly stitch together traditional IT, managed
services, and private and public cloud into a Hybrid IT fabric provides the flexibility to
mix, match, and quickly deploy the right combination of services quickly, regardless
of their location.
“Not all applications are cloud-ready,” says Jeff Baken, director of infrastructure at
AmeriPride. “If we identify that something in an off-prem cloud doesn’t meet our
needs, we can keep it [on-premises] until that changes. That’s the sweet spot we’re at:
We can move workloads fairly easily. By establishing a flexible and dynamic
environment, we are ready to react to whatever business need is out there.”
It’s a win-win scenario in which business users are empowered with access to the apps
and information they need, when and where they need them. IT gains credibility as
a strategic partner, able to move faster and drive innovation without the protracted
deployment cycles and pushback that too often characterize traditional
IT engagements.
“We’re fundamentally changing how we interact with our clients and other partners,”
says Anil Cheriyan, CIO of SunTrust Banks. “We need to be present in the digital
ecosystem. Our ability to do that is based on our ability to have an open, API-driven
platform. We’re driving toward a new agility that’s across the board both from a business
and technology standpoint.”

How Do Business Leaders View the CIO?
Risk Assessor
Evaluates and advises on
19% technology choices or

providers primarily through
a risk management, security,
41%
Strategic Advisor or governance lens
Proactively identifies business need/opportunity
and makes recommendations regarding
technology or provider selections
Roadblock
10% Raises enough flags and

other obstacles to new
technologies so that projects
are difficult to complete
Rogue Player
9%
Consultant
Tends to do their own thing
22%
Evaluates and advises in technology procurement
on business need, for new initiatives, creating
technology choices, or challenges of transparency
providers upon request and visibility
Source: State of the CIO 2017

5 Ways Hybrid IT Improves Business Agility
The new agility involves a blend of people, process, technology,

and economics. Beyond the core technology pillars of Hybrid IT—
hyperconverged platforms, composable architectures, software-
Puts your data to work, wherever it resides, to unlock
defined infrastructure, and automation and orchestration 1
insights for real-time action.
capabilities—CIOs must forge deeper levels of IT-business
alignment. This new type of internal partnership transcends
simple guidance on technology choices and, instead, fuels Gets—and pays for—the resources you need, when
2
collaborative efforts to improve business outcomes and achieve you need them.
operational efficiency goals.
“I have a whole portfolio of people we are investing in to help

them work closer with the business,” says Randall Gaboriault, Enables teams to move apps and their
components among service layers across a
CIO and senior vice president of innovation and strategic 3
single, shared infrastructure that combines
development at Christiana Care Health System. “We’re investing
traditional IT with private and public cloud.
to help them shape the technology strategy that enables our
business and clinical goals.”
4 Accelerates the delivery of new services at scale.

With Hybrid IT as the enabler, CIOs are firmly establishing
enterprise IT as a critical service broker to unleash new ideas
and revenue opportunities. Embracing DevOps practices,
Bridges the divide and brokers IT services for
prioritizing skill sets around agile methodologies and tools, and 5
LOBs with uninterrupted service levels.
putting processes in place to nurture greater IT and business
collaboration are essential to accelerate service delivery and
create an environment that can be scaled up or dialed back to
match ongoing business fluctuations.
Source: HPE, Navigating IT Transformation:

Tales from the Front Lines

“We are changing our IT culture to be a service enabler,” says John DiCamillo,
Americas CTO at Arup. “How do we measure how we’re becoming an enabler,
not just a provider? By working with the business on a new way of doing a certain
task or a new development effort. Listen to their pain points, understand the
problem, and address the problem. That’s the kind of cultural change we’re
trying to implement.”
A Hybrid IT model also requires a more sophisticated approach to cybersecurity

and risk. Instead of a separate layer addressed at the end of a project, security
in this new environment is fused into all aspects of IT systems, applications, and
services to reduce risk and create a more resilient infrastructure. “It’s an arms race,”
notes Renee Zaugg, vice president of IT infrastructure and development services
at Aetna. “We have a fairly sophisticated security program, but we have to continue
to develop and mature.”
Given the complexity, partnerships are critical in the new world of Hybrid IT,
in terms of both leveraging the right technology and having access to ongoing
coaching and expertise. While the road to Hybrid IT is full of twists and turns,
forward-thinking technology leaders don’t let obstacles and uncertainty
deter them.
“We launched into this not knowing how to solve some of the problems and
without having some of the skills on board,” says William Mayo, CIO at Broad
Institute. “We’ve been able to sort it out with hard work, ingenuity, a bit of luck,
and great partnerships with our providers. We just keep solving every problem
as it comes at us, because not solving them is not an option.”

It’s Game Time
Now that you understand the fundamentals
of Hybrid IT, use that knowledge to accelerate
your digital transformation.
Take Action

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The Strategic CIO’s Playbook

Changing business demands require agility, flexibility, and scale.

Set Your Priorities >> 11

Partner with the Business >> 16

Deploy IT as a Service >> 23

Get in Shape >> 29

Keep It Secure >> 41

Unlock the Potential >> 48

Charting a New Course >> 56

The Strategic CIO’s Playbook 3

The Strategic CIO’s Playbook 4

continue to struggle to strike the right balance between business innovation

Source: 2017 State of the CIO

The Strategic CIO’s Playbook 5

The Strategic CIO’s Playbook 6

Functional activities (improving system performance, cost management, managing IT crises)

Strategic activities (innovation, business strategy, competitive opportunities)

2010 2011 2012 2013 2014 2015 2016 2017

Source: 2017 State of the CIO

The Strategic CIO’s Playbook 7

The CEO’s Top 3 Priorities for Their CIO

Help reach revenue Upgrade IT and

Source: 2017 State of the CIO

The Strategic CIO’s Playbook 8

The Strategic CIO’s Playbook 9

Driving Developing and

The Strategic CIO’s Playbook 10

Set Your Priorities Improving

“It’s a workload-by-workload decision-making process focusing on what’s

Source: Computerworld Tech Forecast 2017

The Strategic CIO’s Playbook 11

Source: 2017 State of the CIO

To help determine the best deployment approach, companies also need a

The Strategic CIO’s Playbook 12

47% 38% 35% 33% 33%

Security Analytics Mobile SaaS App dev

Source: Computerworld Tech Forecast 2017

Hybrid IT speeds digital transformation by ensuring businesses have enough

The Strategic CIO’s Playbook 13

The Strategic CIO’s Playbook 14

Pick the best lane for Hybrid IT transition

Non-strategic Low risk/ Test and

Mission-critical More bang

Delivery model Decision drivers

The Strategic CIO’s Playbook 15

Partner with the Business

Source: 2017 State of the CIO

The Strategic CIO’s Playbook 16

Transform existing business processes 34%

Grow the business 33%

Increase cybersecurity protections 26%

Improve organization’s agility 23%

Improve profitability 20%

The Strategic CIO’s Playbook 17

Adopting a flexible consumption model for IT services is a critical step toward

New consumption models deliver much more flexibility, enabling businesses to

The Strategic CIO’s Playbook 18

The Strategic CIO’s Playbook 19

Align with business needs

Scale to the cloud

The Strategic CIO’s Playbook 20

Regardless of the consumption model, strong IT governance