Why an adaptive enterprise strategy fits all

'It's about a dynamic change in the configuration of the IT facility,' he adds. 'And it starts with a methodology to check adaptability of IT processes, and deciding which elements support, and which resist, change.'

This contrasts with the situation in days gone by. Then business plans used to project smooth growth and were fairly predictable. The problem today is that there are too many factors that have made 'trading very unpredictable', says Mr. Saw.

'You have the risk of currency devaluation, SARS or a terrorist crisis. Things like this can radically change a business plan over night, and if you don't watch out then you can have an IT system that is hopelessly out of synch with your business development.

'Formerly business process re-engineering for a new IT system would take six months and then there was a 12-18 month lead time for business changes. You would put in more hardware and create silos of compute with resources that could not be shared.

'That just won't work now. IT has to be as adaptive as the business plan itself. Your business could be completely different within a two year time frame. All aspects of the IT resource have to be available to the company so business can choose from them to optimize performance and deliver a predictable level of service.'

This veteran advocate of the adaptive enterprise highlights the experience of Philips Semiconductors which implemented a utility data centre to reduce costs and make its service level more predictable. This meant that more information was available to management on the network and virtualized storage and procurement on the network.

'It's a question of getting a better return on your IT investment and making IT more relevant to your business,' says Mr. Saw. 'This works well with the consolidation of networks in the Middle East, as well as mission critical systems and disaster recovery.

'But this is an evolutionary rather than a revolutionary change and we are working with many of our Middle East customers in this direction. Our input ranges all the way from analysis of needs to outsourcing.

'The aim is the same: lowest internal cost structures, and the best return on investment for the enterprise, plus the best experience for the customer.'

For anyone that thought HP might have forgotten such truths while merging its own systems with those of Compaq, this will be welcome news. HP has a clear strategy for IT in difficult times for many businesses.