As described by President Eisenhower, the Military-Industrial Complex comprised major industries and technology supply chains that grew into a huge, self-sustaining bureaucracy that worked hard to protect its expensive, long-term contracts for non-standard offerings.
Unfortunately, there are some similarities with today’s enterprise IT. Driven in part by vendor alliances, a lack of incentives to evaluate lower-cost commodity capabilities, and a never-ending accumulation of one-off systems - the Enterprise IT Industrial Complex has produced IT organizations that are incapable of the speed and innovation their business unit customers really need.
But all that is changing.
Forced to act by the economic slowdown, many enterprises are adopting new IT operating models that increase their ability to innovate and bring new products to market.
In this recent Forbes article, Eric Pulier describes the underlying mechanisms of the Enterprise IT Industrial Complex along with some compelling evidence that a profound transition is in the works. In our new era of IT, rather than high-tech “IT artisans” performing costly and time-intensive deployment of manually configured platforms and infrastructure, standardized service offerings will be delivered in a fully governed, self-service, pay-as-you-go operating model. Organizations adopting these models stand to gain profound competitive advantages, among them faster time-to-market for new business applications and services, cost savings with pay-as-you-go consumption, and greater agility to start, stop and scale projects.
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