Opinion: The costs of complexity are huge and no longer tolerable.
At the risk of coining a slogan as meaningful as "The year of the LAN" of days gone by, Im going to name 2005 "The Year of Killing Complexity."
Of all the challenges facing IT, the No. 1 enemy is complexity. We have spaghetti code; exploded noodle factories behind our server racks; a dogs dish filled with table scraps of security products; and a potpourri of equipment, be it PCs, servers, SANs, routers, switches or other hardware. In fact, we may be beyond complexity and devolving into anarchy.
IT departments are hard-pressed to meet the demands for business alignment, not because IT staffs are incapable or poorly trained, but because so many IT resources are devoted to keeping the overly complex infrastructures running. According to research by Gartner, in 1990, more than 60 percent of the internal development resources at organizations were focused on new applications or systems. Today, that number has dropped to 20 percent, and 80 percent is busy maintaining the rest of the stuff. The culprit? Complexity.
Killing complexity is easier said than done. Its not as if you could turn off the ERP system for a couple of quarters while you replace it. You cant take away e-mail for a few months to consolidate and combine servers. Killing complexity requires a long-term commitment. You need a clear vision and persistence in the face of obstacles.
First, pretend some disaster has wiped out your data center, PCs, co-location site and networkpoof! Starting with a clean sheet of paper, sketch out your IT infrastructure so that it is efficient, simple and flexible. Now compare that design with what you have now. Make plans to move to the new scheme where you can.
Second, break some salespeoples hearts. Dealing with an unnecessarily large number of vendors creates complexity. Yes, there is a risk in putting all your eggs in one basket, but you dont have to choose just one. Just dont choose four!
Click here to read about GMs plans to cut complexity.
Third, examine your software systems closely. View new applications and upgrades in terms of their platforms. Look for ways to use your existing database or ERP system rather than adding a new one. In one instance, a company implementing a sales productivity solution decided on a vendor other than its CRM vendor, and this choice created extra integration work. However, company leaders subsequently determined that with a few custom reports from their CRM system, they could get 95 percent of what they wanted, and it would take only one month and cost less than $10,000.
Being trapped by the past is the road to failure. The costs that complexity exacts from IT organizations are huge and no longer tolerable. IT pros must move with alacrity to support the business processes and goals of their organizations. Lets make 2005 "The Year of Killing Complexity."
Aaron Goldberg is a vice president of Ziff Davis Media Market Experts. Free Spectrum is a forum for the IT community and welcomes contributions. Send submissions to email@example.com.
Check out eWEEK.coms for the latest news, views and analysis on servers, switches and networking protocols for the enterprise and small businesses.
Mr. Goldberg is a renowned analyst, columnist, and strategic visionary covering the computer and Internet industries. His point of view is well known for its succinct, realistic, and down to earth style. His ability to integrate the technology, market and human factors in forecasting high technology is legendary.
He has more than 22 years experience in understanding the product/channel/customer equation in these industries and has the unique ability to understand the inter-relationships among these factors. This allows Mr. Goldberg to uniquely present scenarios on industry and vendor directions that are uncannily accurate.
In his current role at Ziff-Davis, Mr. Goldberg is charged with developing comprehensive market analyses and building integrated marketing programs and customer development programs for Information Technology vendors. His ability to understand the dynamic between customers, products, services, and their usage trends enables him to build hard hitting, unique programs that deliver the results for tactical and strategic marketing programs. This position demands the ability to work with senior executives in these IT firms as well as key partners in the media world.
Mr. Goldberg is also charged with presenting key industry trends and research findings at major industry events and in various web sites and publications.
At the present time he is a regular contributor to ZDNet, Availability.com and contributor for Upside Magazine, Wall Street Journal, Marketing Computers, and eWEEK.
Prior to his current role, Mr. Goldberg was Executive Vice President at Ziff-Davis Market Intelligence, building state of the art go-to-market systems for high tech vendors. He has also served as Chief Executive Officer of InfoCorp. Prior to Ziff-Davis, Mr. Goldberg was employed at International Data Corporation for 15 years. He worked in a number of positions, and ended his employment there as Senior Vice President of the Desktop Computing Group.
Mr. Goldberg received a BS degree from Bentley College in Marketing/Management, with directed studies in statistics and organizational behavior. He resides in Massachusetts with his family.