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Scott McNealy, Chairman of Sun Microsystems, and Jon Schwartz, his CEO, remodeled Sun in the last two years after what I would call ‘the RedHat example’, as being most successful in free and open-source software (FOSS). The strategic question for Sun always was ‘how it would capitalize on the success of Java?’

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In the course of my work, I had to quickly come to terms with different IT delivery models, which meant to leverage a set of well-known offshoring providers in India and China, which are embedded into a set of master service agreements, with commercially focused evaluation systems.  The content has been around application development and maintenance, system maintenance, and data centre services.

In this kind of framework, the technology skills are seen as a commodity and the commercial approach to negotiate with Indian or Chinese providers, or in future Vietnamese or South African, are key considerations.

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During my time in the industry, one of my tasks was to set up a global core banking platform, as a shared service centrally. For this to happen, I also had to manage the setup of two global data centres, with the plan to evolve these towards a global application hosting centre, for service-oriented architecture-based application frameworks. At the time I pursued a multi-sourcing strategy, with project management, enterprise architecture as well as technology subject matter expertise, provided internally, to complement the service provider skills, although the vendors have been multinationals in their own right.

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An interview with MIS-Asia magazines just got published.
Essentially, it reviews the role of a professional IT Service Management (Operations) approach to IT in the current economic situation.

Click here for the article.

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