Software reengineering, interoperable open databases, containers and orchestration; but also, training, listening skills, experience management: it is the dual soul of Ibm, technology and service, which has a common denominator, the cloud.
Where is Ibm going in this moment of great market transformation? Stefano Rebattoni has explained this to us, for a month and a half new CEO of Ibm.
Transformation that concerns the same Ibm, that for a couple of years has started a path that once completed will return us the image of a society different from how we have known it in the past decades, however much it still makes sense to talk about completion in a liquid phase like
The turning point of this change, Rebattoni emphasized, was the acquisition of Red Hat, which took place two years ago.
• We have undertaken a multiyear plan • explained Rebattoni • with a path to hybrid cloud and artificial intelligence. With Red Hat we have established the foundations for creating a digital platform and a hybrid cloud market, which is worth $1,000 billion globally.
Ibm, said L.D.A., is becoming a leading hybrid cloud company and at the heart of this transformation there are two major activities: software reengineering and spin off infrastructure services.
The infrastructure and technological services, planned or managed, will be a new company designed to be dominant on the market
• Ibm will remain focused on technological excellence, the new society will be focused on services. They will collaborate and will both market leaders
In the new scheme, the blue of the technological Ibm rests on Red Hat’s red and its software is redesigned to work natively on the multicloud containerization platform.
Above this platform, therefore, is called to work the software, from Ibm or third parties, and above again the hybrid cloud services and business transformation. In this sense, the reengineering initiative also covers processes and workflows.
Analysts, Rebattoni pointed out, say that for each dollar invested in orchestration platforms they arise from 3 to 5 dollars on the software market and from 6 to 8 on services. That’s why hybrid cloud is an estimated market of $1,000 billion.
At the level of revenue, the new service company (of which there is not yet the name, but soon it will be baptized: meanwhile the new CEO is the former CFO of Ibm, Martin Schroeter) develops a quarter of what Ibm realize
With a very strong relationship with the technological Ibm, to tend, Rebattoni explained, will generate profits that will be re-investigated on the business segments of reference.
NewCo’s strategy was designed through listening to customers, who asked Ibm to be still more supportive of their transformation.
,I personally did not have a customer who compared to storytelling did not understand and married the strategy and value that can lead to their work. The opening and multicloud are great values, including by all now.
The cloud is growing, but Rebattoni has argued that there is still an 80% of customers with traditional legacy systems. ♪Parte will stay where it is, others will go on hybrid cloud, and with containers and Kubernetes will all be more agile. We are mutualizing Red Hat’s approach to working with an open ecosystem. Based on our entire architecture on Red Hat Enterprise Linux and Openshift we will give the ultimate breakthrough open. Knowing that the cloud is not the end, it is the means to innovate.
Ibm and Italian Cloud Transformation (not just Cloud)
Ibm is also a key player in the country’s technological and digital transformation.
With regard to the current macroeconomic and political situation, Rebattoni has made it clear that it looks at the priorities of action of the new government, waiting for the drive to put to the ground the announced strategies for the so-called innovation, that is innovation and sustainability, of the
About the theme of the so-called Recovery Plan (which we call Next Generation IT to symbolize the role of technology in the country’s change process) Ibm has developed a point of view where digital plays a crucial role, even more than
Next Generation IT: National Plan in 30 interviews
Ibm, Rebattoni has specified, has a view on the transversal dimensions that exist between the six ecosystem projects, to make interoperable the ecosystem projects. This is a point of view presented by the “Ad” who precdded Rebattoni, Enrico Cereda, in the Italian and international associative contexts, with which we have tried to face together on best practices. This has led to a need for clarity which has made it clear that silos have been perceived as a limit. Digital resources and sustainability are key dimensions for all areas of action in the plan.
In the world of supply we are all aligned. The institutions have listened to each other.
A national, non-nationalist cloud
The aim of the country is to have a more agile and efficient public administration. Work must be done on infrastructure and interoperability of services.
To do this, you need to have a national, but not nationalist, cloud of best practices that can create a journey to cloud that is multi-provider.
Interoperability is the great challenge of the new PA, which is played on databases and opening up services. Making databases and services speak natively will be the key to this. Here too, investment, regulation and regulation are needed.
The pandemic, has specified the Ibm Ad, has brought us an awareness on the digital that is a new thing in Italy. The tools are there, you have to know how to choose them. There is a lot to do on skills, both in training and in awareness, and here Ibm has a role in the country, with schools and with innovation hubs.
All things to do with investments in human capital, because \ to drive the supercar serve capable pilots \ \ \ \ \ \ \ \ \ \ \ \ \ \